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Attracting younger generations to the local church: Deep roots, selective seeds, and preparing a new soil

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Attracting younger generations to the local church: Deep roots, selective seeds, and preparing a new soil

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Content Running head: ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH

Attracting Younger Generations to the Local Church: Deep Roots, Selective Seeds, and
Preparing a New Soil

by

Drew Gaskell

A Dissertation Presented to the
FACULTY OF THE USC ROSSIER SCHOOL OF EDUCATION
UNIVERSITY OF SOUTHERN CALIFORNIA
In Partial Fulfillment of the
Requirements for the Degree
DOCTOR OF EDUCATION

May 2018

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH i
Dedication
“It takes a great deal of bravery to stand up to our enemies, but just as much to stand up to our
friends”
-Dumbledore

For My Tribe: Hudson, Julia, Georgia, Paxton, and the ones I haven’t met yet

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH ii
Acknowledgements
This journey was not accomplished alone; I would like to acknowledge and thank the following:
John Reeves, for inspiring me. Because you invested in me, I went from being a boy who
liked a girl to being an inspired dreamer that knew anything was possible and had the courage to
go after it. I wouldn’t have dreamed so big without you.
Dr. Melora Sundt, for more than I can say: the space you gave me to work in, the
collaboration and ideas, the accountability you provided, your wisdom and experience. You truly
are a beautiful soul.
Dr. Robert Filback, for taking me on and investing in me: you didn’t allow me to settle,
driving me to dig deeper and showed me how to find it.
Dr. Nancy Isaacson, for showing me how wonderful organizational behavior is, for
opening a world to me at Whitworth, for your friendship, for your support, for your beautiful
heart for others. You make the world a better place.
USC, and all the faculty, for the incredible academic guidance and support.
“Upper Valley Christian Church,” for not only allowing me to conduct my research, but
offering overwhelming support, and humoring me through this process.
Joe Catron, for pushing me when I wouldn’t push myself. I would have never finished
without you
Select Botanicals Group, for giving me the space to pursue this journey. Particularly, to
Jason Perrault, for listening when I needed an ear, and your sound wisdom and support.
My mother, Tracy Gaskell, for believing in me. I could have never learned to believe in
myself if I didn’t have one who believed in me first.
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH iii
My father, Jeff Gaskell, for teaching me to work. I wouldn’t be as driven as I am today
without you.
My Family, my grandparents, my brothers, Jason, Justin, Erik, Bean, Boomer, my sisters,
Amanda, Lindsey, Ashleigh, Shannon, and Amanda.
My children, Hudson, Paxton, Georgia, and those I haven’t met yet, for giving time that
they will never get back so I could complete this journey
Elohim, for breaking my heart for what breaks yours, for sustaining me, for guiding me,
for what has been and what is to come.

And finally, Julia, my Bear, for more than words can say. “...we’ve come so far from that day,
and I thought I loved you then…”

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH iv
Table of Contents
Dedication

i
Acknowledgements

ii
Table of contents iv
List of tables viii
List of figures x
Abstract xi
Chapter One: Introduction 1

Background Literature 1

Organizational Context and Mission 3

Importance of Addressing the Problem 4

Organizational Goal 5

Description of Stakeholder Groups 5

Stakeholder Group for the Study 6

Purpose of the Project and Questions 7

Conceptual and Methodological Framework 7

Organization of the Project 8

Definitions

8
Chapter Two: Review of the Literature 9

Religiosity in the United States 9

Historical perspective 10

Current trends 10

Attendance trends 10

Denominational trends 10

Demographic trends 11

Generational trends 11

Generational Cohorts 12

Definitions of generational cohorts 13

Generational cohort characteristics 14

Traditionalists 14

Baby Boomers 15

Generation X 15

Millennials 16

Unnamed generation 16

Criticisms and considerations of generation cohort research 16

Factors that influence participation in a church 17

Physical needs 18

Personal needs 18

Spiritual needs 18
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH v

Factors that influence attracting and retaining attendees to a church 19

Perception of authenticity. 19

Pastoral leadership 20

Affinity 21

Demographics 21

Personal relationships and a sense of belonging 21

Programming 22

Community outreach and service 22

Communication and marketing 24

Factors that influence attendance decline 25

Inauthenticity 25

Political connections 26

Tradition 26

Lack of diversity 27

Cost of attending church 28

Changing culture 28

Summary

28

Conceptual Framework 29

The elements of the gap analysis framework 29

Knowledge and skills 29

Motivation 33

Self-Efficacy Theory 33

Attribution Theory 34

Expectancy Value Motivational Theory 34

Organization 35

Conclusion 41
Chapter Three: Methods 42

Purpose of Project and Questions 42
Conceptual Framework: the Interaction of Stakeholders’ Knowledge and
Motivation with the Organizational Context
42

Assessment of Performance Influencers 44

Knowledge assessment 44

Motivation assessment 47

Organization/culture/context assessment 49

Participating Stakeholder and Sample Selection 58

Survey sampling (recruitment) strategy and rationale 58

Interview sampling criterion and rationale 59

Data Collection and Instrumentation 60

Surveys
60

Interviews 61
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH vi

Data Analysis 62

Credibility and trustworthiness 64

Validity and reliability 64

Ethics

65

Role of Investigator 66
Chapter Four: Results and Findings 67

Participating Stakeholders 67

Results, Findings, and Synthesis 70

Knowledge results 72

Declarative knowledge 72

Synthesis of declarative knowledge results and findings 74

Conceptual knowledge 75

Synthesis of conceptual knowledge results and findings 82

procedural knowledge 83

Synthesis of procedural knowledge results and findings 84

Metacognitive knowledge 85

Motivation results
85

Synthesis of motivational findings 87

Organizational results
88

Organizational influencers 88

Synthesis of findings related to organizational influencers 94

Cultural models 95

Synthesis of results and findings relating to cultural
models
100

Cultural settings 100

Synthesis of results and findings relating to cultural
settings
102

Summary 106
Chapter Five: Recommendations 107

Recommendations for Practice to Address KMO Influences 107

Knowledge recommendations 107

Declarative knowledge solutions, or description of needs or
assets.
111

Conceptual knowledge solutions, or description of needs or
assets
112

Procedural knowledge solutions, or description of needs or
assets.
113

Metacognitive knowledge solutions, or description of needs
or assets.
114

Motivation recommendations 115

Self-efficacy. 116

Attribution. 117
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH vii

Expectancy Value. 118

Organizational recommendations 119

Integrated Implementation and Evaluation Plan 125

Implementation and evaluation framework 125

Organizational purpose, need and expectations 126

Level 4: Results and leading indicators 126

Level 3: Behavior 129

Critical behaviors. 129

Required drivers 130

Organizational support 132

Level 2: Learning 132

Learning goals. 132

Program. 133

Components of learning. 133

Level 1: Reaction 135

Evaluation Tools 135

Immediately following the program implementation. 136

Delayed for a period after the program implementation. 136

Data analysis and reporting 136

Summary

138

Future Research 139
William Perry’s Theory of Intellectual and Ethical Development 141
Helms’ White Racial Identity Development Model 144
Bridges’ Transition Model 147
Utility of Guiding Frameworks 148
References

149

Appendix A: Invitation to Participate in a Research Study 163
Appendix B: Information Sheet 165
Appendix C: Survey One Protocol 167
Appendix D: Survey Two Protocol 175
Appendix E: Interview Protocol 178
Appendix F: Survey One Results by Generation 180
Appendix G: Survey Two Results by Generation 192

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH viii
List of Tables
Table 1 Organizational mission, global goal and stakeholder performance goals 6
Table 2 Summary of perceptions of authenticity by generational cohort 20
Table 3 Summary of views on effective community outreach by generational
cohort
23
Table 4 Summary of views on effective communication and marketing by
generational cohort
24
Table 5 Summary of influencers leading to increased attendance and retention: a
knowledge framework
31
Table 6 Summary of influencers leading to increased attendance and retention: a
motivational framework
35
Table 7 Summary of influencers leading to increased attendance and retention: an
organizational framework
39
Table 8 Summary of assessment tools and items for assessment for assumed
knowledge influencers
45
Table 9 Summary of assessment tools and items for assessment of assumed
motivational influencers
47
Table 10 Summary of assessment tools and items for assessment for assumed
organizational influencers
49
Table 11a Response rates for qualitative and quantitative data collection 68
Table 11b Quantitative sample survey one response rate and description of
respondents
68
Table 11c Quantitative sample survey two response rate and description of
respondents
69
Table 11d Qualitative sample interview response rate and description of
respondents
69
Table 12 Attendee sample for qualitative inquiry description 70
Table 13 Response to research question Q7, “The data demonstrate that there is a
disproportionately low number of members in the congregation under the
age of 45. In my opinion, this is because: (Please check all that apply)"
86
Table 14 Responses relating to resource allocation 90
Table 15 Q 41,"Church leadership is effective at promoting change that will lead
to accomplishing church mission and goals"
91
Table 16 Survey 2, Q19 “Using a scale of 1-10, below, pick a number on the scale
to reflect which stance you have regarding how church services should
look: 10=Polished and outlined with strong programming, worship, and
messages. We are, after all, here to serve the lord and give our best
1=Who cares, we are just getting together to have community in Christ.
Let’s just break bread and have fellowship. It’s not about the service at
all.
102
Table 17 Summary of validated and not validated assets and barriers 104
Table 18 Summary of knowledge influences and recommendations 108
Table 19 Summary of motivation influences and recommendations 116
Table 20 Summary of organization influences and recommendations 119
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH ix
Table 21 Outcomes, metrics, and methods for external and internal outcomes 127
Table 22 Critical behaviors, metrics, methods, and timing for evaluation 130
Table 23 Required drivers to support attendees’ critical behaviors 131
Table 24 Components of learning for the program. 134
Table 25 Components to measure reactions to the program. 135
Table 26 Stages of William Perry's Theory of Intellectual and Ethical
Development
143
Table 27 Helms' White Racial Identity Development Model 146
Table 28 Bridges' Transition Model 148

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH x
List of Figures
Figure 1
Conceptual framework
43
Figure 2a Level of agreement with survey item 29, “I believe the Church is
welcoming to all walks of life”
82
Figure 2b Level of agreement with survey item 30, “The Church has an atmosphere
that is not judgmental”
83
Figure 3a Percent of respondents’ level of agreement with survey items regarding
resource allocation supporting current attendees
89
Figure 3b Percent of respondents’ level of agreement with survey items regarding
resource allocation relating to increasing attendance
90
Figure 4 Responses to survey item 59 by generation, “which of the following
community outreach focuses should the church be involved in?”
92
Figure 5a Responses to survey item 29 by generation, “I believe the church is
welcoming to people from all walks of life”
93
Figure 5b Responses to survey item 59 by generation, “The Church has an
atmosphere that is not judgmental”
94
Figure 6a Level of agreement with survey 2 item 16 by generational cohort,
“Christians should advocate for the rights of others, including equality,
even if those rights are contradictory to the espoused beliefs of the
Christian faith”
97
Figure 6b Level of agreement with Survey 2 item 17 by generation, “In countries
where Christians are persecuted, the global church should advocate for
governmental change to create equality for those that are religious
minorities”
98
Figure 7a Level of agreement with survey item 51, “The Church values bringing
diversity to the congregation”
99
Figure 7b Level of agreement with survey item 55, “Increasing racial, economic,
and age diversity of members should be a focus of the church”
99
Figure 8
Format for reporting graphs to attendees
138

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH xi
Abstract
Churches across the United States are experiencing declining attendance, particularly
attendees from younger generational cohorts. This study examined literature to identify
influencers that have led to reduced attendance at churches, and applied a framework developed
by Clark and Estes (2008) to develop a research study that may be useful to churches
experiencing declining attendance. This framework aims to identify what gaps in knowledge,
motivation, and organization exist in a context, and identifies opportunities to improve
performance such that an organization can meet its goals. Utilizing this framework, the study
conducted an inquiry into a rural church that was experiencing similar issues of declining
attendance with the goal of helping the church meet its organizational goal of increasing
attendance. The study found barriers that exist, and assets that are needed in all three dimensions
of the KMO framework, particularly in gaps of knowledge relating to biblical interpretation, how
to attract new attendees, motivation driven by why younger generations are not attending church,
and organizational influencers that relate to existing cultural models and settings. Findings of the
study are limited to this specific context; however, they are consistent with the findings revealed
in the literature review. As such, the project recommends a treatment of certain trainings and
experiences that research has shown to improve knowledge, motivation, and organizational
support such that the organization can meet its goal.
Keywords: generations, church, millennial, diversity

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 1
CHAPTER ONE: INTRODUCTION
Introduction of the Problem of Practice
Churches in the United States are not successfully attracting and retaining new attendees,
particularly in younger generations. Over the past several decades, regular religious meeting
attendance has been declining in younger generational cohorts (Schwadel, 2010). Millennials are
particularly less likely to attend weekly religious services than previous generations at the same
age (Twenge, Exiline, Grubbs, Sastry & Campbell, 2015). This decline in attendance has caused
many churches to close (Barna Group, 2015). This dissertation addresses the problem of practice
that churches that do not increase attendance of members from younger generational cohorts
decreases effectiveness of their ministry, financial sustainability, ultimately leading to closure.
This problem is important to address because churches that are not able to attract new attendees
will not be able to sustain themselves to bring positive impacts to individuals and communities.
A recent survey by Pew Research (2016) found that highly religious individuals spend more time
with their families, are happier, and give more money and time regularly to the poor than those
who do not identify as highly religious.
Background Literature
Numerous studies have found that Christian religious service attendance among
Caucasians is declining in the United States (Barna Group, 2014; Twenge et al., 2015; Gallop,
2016; Pew Research, 2015, Schwadel, 2010). Many factors that influence this decline have been
identified, including a change in American culture (Twenge et. al, 2015), changes in political
environment (Hout & Fischer, 2002), the church not adapting and keeping with tradition (Barna
Group, 2017), living in a rural or metropolitan area (Zimmer & Hawley, 1959), and a decline in
the number of people who are married (Chan & Shu-Kam, 2012). Ultimately, however, it
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 2
appears that the white American church has lost its focus from what Christians are supposed to
be about: serving the poor, benefitting others, promoting hope, discipleship, mentorship,
glorifying God, and being a leader in causes for social justice (Barna Group, 2017; Bendroth,
2008; Krejcir, 2017; Mattera, 2014; Hoyt, 2016). In its origins, the Christian faith was focused
on community, diversity, faith, and living differently than society. Today, Christians are not
viewed as serving these purposes (Barna Group, 2016). Additionally, Christianity and American
churches may not resemble what the original Christian community was designed to look like.
United States historical norms and policies have been driven largely by Christian ideals that have
merged with American ideals such as “the American Dream” to create the common American
church, often not resembling the original church (Mattera, 2014). Traditional Anglo Christian
church structure has looked the same for centuries: meet at a building, worship, have a message,
take communion, pray, and leave, a structure that is seemingly untouchable, a structure that is
not resonating in the same way it previously had (Hoyt, 2016).
As the government has moved away from the crossover between church and state, society
has had a natural shift away from accepting the American version of traditional Christian values.
Mattera (2014) identifies several contrasts between the American church and the Bible, including
individual salvation versus corporate destiny, individual prosperity versus stewardship, self-
fulfillment versus glorifying God, comfort versus risk for the gospel, equipping the home church
versus equipping ministry, and being entertained versus being challenged.
The national decline in attendance relates to these factors, there is a more evident decline
in attendance in younger generational cohorts; 83% of Baby Boomers claim affiliation to a faith
compared to 66% of Millennials (Pew Research, 2015). The percentage of adolescents who have
never attended a church has risen from 9.8% in 1980 to 21.2% in 2008 (Desmond & Kraus,
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 3
2008). Members of younger generational cohorts have different perspectives and needs when
evaluating a church that must be addressed to attract and retain attendees (Barna Group, 2017;
Brown, 2016; Darga, 2012; McTyre, 2017; Recklessly Alive, 2016). Individuals across
generational cohorts choose to attend a church to have needs met, including physical, spiritual,
and personal needs (Brown, 2016; Recklessly Alive, 2016; Twenge et al., 2015), but how
individuals for different generations perceive those needs can vary greatly. Sessa, Kabakoff,
Deal and Brown (2007) found that members of different generational cohorts have differing
attitudes and beliefs that need to be recognized to create cohesive organizations. Gallop (2017)
found that people may be looking elsewhere for needs to be met that would have traditionally
been met by a church. Churches that do not have a portion of their membership made up of
younger members are likely to struggle surviving (Dougherty, Maier & Lugt, 2008).
Organizational Context and Mission
Upper Valley Christian Church, a pseudonym used to protect anonymity, is a small
community church located in a rural city in the Northwestern United States. The community is
predominately white, while 16.4% of the population is Hispanic (Census.Gov, 2017). The church
focuses on world outreach, congregational care, youth and adult groups, and has a preschool and
kindergarten program. The stated mission of this church is not used verbatim in this document to
protect anonymity, but is similar to “train families in the word to reach the world.” The
organization is interested in serving in the community specifically, and focuses on helping
individuals or families that attend to become members and commit to the church mission. The
demographics of the church are nearly all white, middle class families, which is largely
representative of the community of the town it resides in. The large majority of the members of
the church, 78%, are over the age of 55.
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 4
Church attendance has declined over the past five years, with the largest decline in
attendees coming from families under the age of 50 with children. Average attendance by high
school and college aged students has gone from 30-40 per week to 5 high schoolers and no
college aged students (18-22). The researcher for the study has attended this church for a total of
17 years, and has previously served in leadership positions within the organization. The
researcher is no longer serving in any leadership capacity in the church to protect the integrity of
this study.
Importance of Addressing the Problem
The problem of the church not attracting and retaining younger generations is important
to address for a variety of reasons. Religious service attendance appears to be declining among
younger generational cohorts compared to older cohorts (Schwadel, 2011), which will affect the
ability of that religious group to provide for its community. As noted earlier, individuals who
identify as extremely religious are more likely to attend a weekly religious meeting, and are more
likely to give to the disadvantaged in their community (Pew Research, 2016). By not addressing
the problem of attracting and retaining younger generations, faith organizations will continue to
shrink. To be financially sustainable, which will allow churches to carry out their mission,
churches need to have a higher number of attendees that give to the organization. Perhaps more
importantly than church financial sustainability, churches need to address the problem of practice
to begin growing and meeting their missions. Information gained from this study will provide
guidance to the organization studied on how to address the problem. As this problem is not
unique to this context, addressing it could provide a roadmap for other faith organizations to
address the problem in their context, ultimately helping them to grow.

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 5
Organizational Goal
Upper Valley Christian Church’s goal is to reach 300 weekly attendees by the end of
2018. The goal was developed by church leadership in response to a need to improve financial
stability by expanding church attendance with members of younger generations so that the
church can meet its organizational mission. Currently there is an average of 130-165 individuals
in attendance per week. The goal will be measured by weekly attendance tracking done at each
service.
Description of Stakeholder Groups
Upper Valley Christian Church is comprised of four major stakeholder groups: church
staff, church members, regular attendees, and local guests. There are currently 5 staff members, a
an associate pastor, a maintenance manager, director of children’s ministry, and two secretaries.
The senior pastor recently retired. The church is currently searching for a new senior pastor.
These staff members facilitate much of the daily and weekly operations to meet provided goals.
Church members, constituting roughly 65% of weekly attendees, are individuals and families
who have committed to be a part of the work of the organization, helping to serve on
committees, in the community, and on different ministry teams. Church members are committed
to growing the congregation through serving others in the community. Regular church attendees,
who make up 25% of weekly attendees, may also volunteer and be a part of several ministries,
but they do not sit on committees and have not made the formal commitment to make Upper
Valley Christian Church their permanent congregation, although many regular attendees have
made an informal commitment through serving in the church. Local guests may have attended
before, or may be visiting the church for the first time. This group may constitute 10% of weekly
attendees, and are typically evaluating to see if the church fits their views and needs of a
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 6
community church. Potential visitors may also be considered stakeholders, which will be ignored
for this study because they are not active in the organization currently.
Table 1

Organizational Mission, Global Goal and Stakeholder Performance Goals
Organizational Mission
Train families in the word to reach the world
Organizational Performance Goal
Upper Valley Christian Church will reach 300 weekly attendees by December of 2018.
Church Staff
By December 2016,
Church Staff will
develop metrics and
processes to monitor
weekly attendance by
stakeholder group

Church Members
By December 2017,
100% of members will
engage in activities that
recruit and retain new
members to the
organization

Regular Attendees
By December of 2017,
100% of Regular
Church Attendees
(nonmembers) will
engage in activities
that recruit and retain
new members to the
organization

Local Guests
By December 2017,
100% of local guests
will become regular
attendees

Stakeholder Group for the Study
While the joint efforts of all stakeholders will contribute to the achievement of the overall
organizational goal of growing to an average of 300 weekly attendees by December of 2018, it is
important to focus on how current church members and regular attendees are working to achieve
this goal. Furthermore, Nancarrow (2015) posits that it is the responsibility of the church to
attract new visitors. Therefore, the stakeholders of focus for this study will be all Upper Valley
Christian Church regular members and regular attendees. The organizational goal was developed
by leadership of the church, who are looking at ways to increase the impact of the organization
and sustain it for several more generations. Over 78% of current church members are over the
age of 55; growing the church and bringing new, younger attendees is required to sustain the
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 7
health of the organization. If the organization does not grow its attendance and become
financially sustainable, it will be in danger of no longer existing.
Purpose of the Project and Questions
The purpose of this project was to conduct an analysis to expose the influencers that are
hindering Upper Valley Christian Church from meeting its organizational goal of reaching 300
weekly attendees by December of 2018. This was conducted by using a gap analysis process that
began with reviewing the relevant research on the topic to develop a basis for theoretical and
conceptual framework. These frameworks served as the foundation for inquiry and analysis that
led to the recommendations for the organization to meet its goal. While a complete gap analysis
would focus on all stakeholders, for practical purposes the stakeholders focused on in the
analysis were limited to members and regular attendees of Upper Valley Christian Church.
As such, the questions that guide this study are the following:
1. What are the knowledge, skills, motivation, and organizational barriers and assets needed
to help members and regular attendees of Upper Valley Christian Church meet their goal?
2. What are the recommended knowledge, skills, motivation, and organizational solutions
that will help the members and regular attendees meet their goal?
Conceptual and Methodological Framework
The methodological framework for the research done on this project followed the gap
analysis outlined in Clark and Estes (2008). A review of relevant research was conducted
focusing on organizational performance, drawing on organizations that are from both similar and
varied backgrounds. Current organizational performance was assessed in a variety of ways, but
focused on perception of regular attendees and members. Surveys and interviews were used to
assess the organization, and recommendations are supported by research.
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 8
Organization of the Project
Five chapters are used to outline this dissertation. This chapter provided the reader with
the key concepts and terminology commonly found in a discussion about church relevance to
younger generations. The organization’s mission, goals and stakeholders, along with initial
concepts of gap analysis were introduced. Chapter Two provides a review of current literature
surrounding the scope of the study. Topics of historical religious trends in the US, factors
influencing churches attracting and retaining visitors, along presumed influencers that are
keeping the stakeholder group from meeting their individual goals are addressed. Chapter Three
details the assumed interfering elements and methodology that was used for validating these
elements. Chapter Four presents and analyzes findings and results. Chapter Five presents
possible solutions to address the barriers identified in Chapter Four.
Definitions
Authenticity: Being of or conforming to espoused belief structure
Cohort: A group of people categorized together by a common age demographic
Congregation: A group of individuals that assembles together for church services
Generation: A category an individual is defined under a range of birth years.
Religious: Individuals or groups associating with a certain faith or religion
Volunteering: Activity engaging in unpaid activities that benefit an organization, individual or
group of people.

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 9
CHAPTER TWO: REVIEW OF THE LITERATURE

Chapter Two outlines a review of factors influencing the problem of practice that
churches are not attracting and retaining individuals from younger generations. The literature
reviewed is primarily focused on research relevant to populations similar to the organizational
context of Upper Valley Christian Church, which is Caucasian and middle class, as well as
populations not represented in the church. The chapter is separated into two sections. The first
section of Chapter Two is a review of the literature relating to the problem of practice, primarily
targeted toward generational and religious influencers that are associated with Caucasian
Americans. The literature review first outlines religiosity in the United States and introduces
Generational Cohort Theory. The literature review then identifies factors that influence attracting
and retaining members, and how those translate to different generational cohorts, followed by
factors that hinder church growth. The chapter closes with an analysis of what knowledge,
motivation, and organizational factors influence the stakeholders’ ability to meet their goal.
Religiosity in the United States
Religious affiliation has been tracked by various research groups in the United States for
several decades. There are no official government statistics about religious trends in the United
States because the United States Census does not survey for religious views (Pew Research,
2015). The research that has been conducted typically tracks trends of affiliation and church or
synagogue attendance. Certain religious trends have not been tracked historically, making it
difficult to draw conclusions on trends that may have been happening decades ago (Schwadel,
2010). The review presented in this section of the paper will focus on reasons people search for a
church, historical and current trends in religiosity, and a review of theory relating to the current
trends in the US.
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 10
Historical Perspective
According to Gallop (2016), in 1948, 95% of Americans identified with some sort of
religious affiliation. 69% identified as Protestant, 22% identified as Catholic, 4% identified as
Jewish, and 5% identified as other or not religious. By 1990, 89% of Americans identified with
some sort of religious affiliation: 56% identified as Catholic, 25% identified as Protestant, 2%
identified as Jewish, 7% identified with other religions, and 11% identified as none.
Current Trends
Attendance Trends. The US population is trending toward being less religious (Twenge
et al., 2015). In 2016, 37% of Americans identified as Protestant, 22% Catholic, 3% Jewish, 18%
other religious affiliations, and 20% as none or other (Gallop, 2016), a decline from the historical
perspective. Between 2007 and 2015, non-religious affiliation grew from 16.1% to 22.8%
according to Pew Research (2015). There may be a trend of people still being religious but not
attending church services (Hout & Fischer, 2002). Hout and Fischer (2002) found that many
individuals who may not identify with a certain faith are still religious, but they do not appreciate
the idea of organized religion and how it is managed. Barna Group (2016) found that 83% of
Americans who regularly attend church attend a church with 499 or fewer attendees.
Denominational Trends. Religious attendance is declining in some denominations, while
increasing or remaining relatively stable in others. Within religious denominations of individuals
who were born into a certain faith, the proportion identifying with the Jewish community has
remained relatively stable, while Protestants and Catholics have become less religious (Hout &
Fischer, 2002). Within the Christian faith, churches are classified as either denominational, those
that are affiliated with a cooperation of other churches with an overseeing governing body, or
non-denominational, those that are not affiliated with a larger governing body (Stetzer, 2015).
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 11
Non-denominational churches are growing, while the large majority of denominational churches
are showing annual declines in attendance (Pew Research, 2015). Denominational churches may
be shrinking because they are governed by a larger body that does not allow for individualism of
thought and action. Of the few denominations that are growing, one of the reasons may be that
churches, such as the Evangelical Covenant Church, prescribe only to a broader vision and allow
autonomy to each individual church congregation (Olsen, 2016). This autonomy allows for
fluctuation in belief and actions, while still allowing the churches to band together resources and
global support efforts.
Demographic Trends. Religious affiliation and attendance trends vary depending on
certain demographics, including race, education level, marital status, geography, and affluence.
While religious affiliation and church attendance is declining nationally, trends on race vary.
There is not a decline among white conservatives or the African American community (Twenge
et al., 2015) or the Latino Community, although there is in the broader context of white
Americans (Pew Research, 2014). The more educated an individual is, the less likely they are to
have a religious affiliation (Twenge et al., 2015). For example, in the Christian faith, 43% of
Americans with an education level of high school or less identify as Christian, while only 9% of
individuals with post graduate degree identify as Christian (Pew Forum, 2013). Couples with
families are more likely to begin attending church than single, younger individuals (Chan & Shu-
Kam, 2012). A study by Zimmer and Hawley (1959) found that church attendance per capita is
higher in cities than in rural or suburban areas, possibly because of ethnic diversity and social
class.
Generational Trends. Research suggests that there are more specific declines within
younger generations. When controlled for the same age of previous cohorts, millennials are
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 12
significantly less religious than members of previous groups (Twenge et. al, 2015). Millennials
are 50% less likely to attend religious services compared to previous generations from the same
age group in the 1970s (Twenge et al., 2015). Americans with no religious preference in the
1990s increased from 7% to 14% in all generations born before the millennial generation, with
the prior twenty years staying relatively stable (Hout & Fischer, 2002).
Schwadel (2010) found that while there are some trends in younger generational cohorts
not attending religious services, there is likely an overall trend in religious decline that started
with the Baby Boomer cohort. Part of declining church attendance results from Baby Boomers
not having enough children to replace themselves in the church (Bendroth, 2008). A larger
percentage of parents are not attending religious services, and may be raising their children in
non-religious households (Hout & Fischer, 2002).
Generational Cohorts
People are classified into cohorts by commonalities such as race, gender, regional
similarities such as urban or rural, religious preference, or many others, that can have certain
attributes that make that group unique. For example, Rogers and Wood (2010) found in a study
examining college students that there are differences between how individuals from different
regions of the United States as well as between rural and urban areas think and behave.
Differences between cohorts may be overstated in many instances (Rogers & Wood, 2010; Sessa
et al., 2007), but research has shown that there are considerations for how different cohorts
behave. An area that has received a large amount of attention is the area of generational cohort
research. This section will outline literature relating to the classification of and research relating
to generational cohorts.
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 13
Differences between generations may influence the perceived relevance of the church to
certain stakeholder groups. Sessa et al. (2007) assert that addressing differences between
generational cohorts may be difficult because they have different views on values, motivations,
and leadership. Organizations may have to take into consideration differences among
generational cohorts to attract and retain members. Different generational cohorts may have
differing opinions about interpretations of what makes an organization relevant (Meriac, Woehr,
& Banister, 2010). This section reviews generational cohort research that influences relevance to
different stakeholder groups.
Definitions of Generational Cohorts
The area of differences between generations has been studied academically for many
years. Mannheim (1972) began research on what is known today as the segmenting of groups of
people who were born in similar times and have shared social and cultural experiences into
generational cohorts. Generational cohorts are defined in academic literature by their common
birth ages, having shared events during their coming of age (Gardiner & Grace, 2013; Hart-
Binson, 2014, Gilliard, 2004) and are unique from other generational cohort groups because they
share those same cultural events during their younger years (Young & Hinesly, 2012).
Generations are made up of a rolling group of parents, children, grandchildren, and great
grandchildren, being grouped in 20-25 year increments (Yang & Guy, 2006). There are multiple
labels for the current living generational cohorts, and academics do not always agree on exact
ages and date ranges for these groups (Meriac et al., 2010; Darga, 2012; Crocker & Meier, 2010;
Gardiner, Grace & King, 2013; Young & Hinesly, 2012), but there is enough consistency to
create dates for the purposes of this study.
There are five living generational cohort groups that are commonly studied:
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 14
1. Traditionalists, The Silent Generation, or Matures, born 1926-1945
2. Baby Boomers, born 1946-1964
3. Generation X, The Lost Generation, or Echo Boomers, born 1965-1979
4. Millennials or Generation Y, born 1980-1999
5. An unnamed generation, born after 2000
Generational cohorts are defined by birth years and labeled as a cohort by research. Individuals
within generational cohorts may not be aware of the effect early childhood experiences have on
their lives that characterize their generation. While individuals may recall events that may have
formed their presumed generational attributes, these feelings and motivations that are said to be
common within their generational cohort groups are assumed to be seeded in their subconscious
(Young & Hinesly, 2012). Strauss and Howe (1991) posit that the same generational cohort
values and attributes repeat every four generations, moving through the same cycles in a
response to the generations before them. If this repeating cycle is true, then one could expect
repeating patterns in the tendencies and values every fourth generation.
Generational Cohort Characteristics
Each generational cohort is often characterized by broad generalizations about the
opinions and values their cohort generally holds.
Traditionalists. As their name suggests, Traditionalists are perceived to have traditional
American values and opinions. They grew up during the Great Depression and have tremendous
national pride. Traditionalists grew up generally in two parent homes, with the mother staying
home and the father working very long hours (Beutell, 2013). They appreciate authority, respect,
and financial independence (Darga, 2012). Traditionalists value hard work, have a commitment
to the organization, and value a moral truth; they respect wisdom and want to be respected as
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 15
they respect their elders (Kupperschmidt, 2006). Traditionalists are the parents of Baby Boomers
and Generation X.
Baby Boomers. Baby Boomers, named because of the large number of children born
directly after World War two, are a generation defined by the Civil Rights Movement,
presidential assassinations, controversial wars (Darga, 2012), and strong economic growth and
prosperity (Yang & Guy, 2006). Baby Boomers were raised in traditional homes, but during a
time of social movements that caused shifting feelings about traditionally held beliefs such as
sexuality (Beutell, 2013), and are the first generation to accept divorce as a norm. Though they
tend to still hold traditional values (Gardiner et al., 2013), they do not like authority and do not
like tradition as much as their parents, believing that they can create change in the world (Yang
& Guy, 2006). They are confident and are optimistic about the future and prosperity. Baby
Boomers look at a job as means for financial independence and prosperity instead of looking at it
as an opportunity for enjoyment (Yang & Guy, 2006; Gardiner, Grace & King, 2013). They were
the first generation to have two parents working out of the home to meet their long term financial
goals, not being uncommon for them to work extremely long hours (Yang & Guy, 2006). They
believe they work so they can live (Darga, 2012). Baby Boomers are the parents of Generation X
and Millennials.
Generation X. Generation X was named so because it was considered a nameless
generation that came after the Baby Boomers (Gardiner et al., 2013). Generation X were born
into high divorce rates and experienced poor economies in the early 1980s, and is often referred
to as a lost generation, or latchkey generation because of their parents’ commitment to work
(Darga, 2012; Beutell, 2013). Likely resulting from their experience with their parents working
so hard, they put greater value on work-life balance (Darga, 2012). Members of Generation X
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 16
value community and belonging over previous generations (Yang & Guy, 2006). They are
skeptical because of the unpredictable economy, family, and society (Sessa et al., 2007). They
are the parents of millennials and the current unnamed generation.
Millennials. Millennials are the first generation to have spent their entire lives
surrounded by technology (Gardiner et al., 2013). They have been told they can do anything
from an early age, which has resulted in a high degree of confidence, sometimes being perceived
as entitlement by other cohorts. Millennials are tolerant and trustful of others, value social
responsibility (Valentine & Powers, 2013) and environmental consciousness more than previous
generations (Gardiner et al., 2013). Millennials are confident, tech savvy, open to change, family
and socially minded, service oriented, up to date on information, and believe work should be
something they love (Young & Hinesly, 2012). They look for flexibility in their occupation.
Millennials are more motivated by fairness and civic duty than by financial incentives; they look
for the right thing to be done (Darga, 2012). Millennials are higher educated than any previous
generation, have more motivation, but also have higher expectations, including higher flexibility
and being utilized within organizations (Crocker & Meier, 2010). Millennials are more pragmatic
than previous generations. Some millennials may have children in the current unnamed
generation.
Unnamed Generation. The unnamed generation is still in adolescence and research has
not emerged that will be used in this paper.
Criticisms and Considerations of Generational Cohort Research
Generational cohort research is not universally accepted as accurate. While there are
differences within generational cohorts, those differences may not be as robust as is made out in
some literature (Sessa et al., 2007). Grouping people into hard timeframes such as generational
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 17
cohorts has strong limitations because not everyone fits into generalizations made about their
cohort, though individuals often get labeled as having characteristics or beliefs because of the
generational cohort they are associated with (Gilleard, 2004). Broad generalizations about
generational cohorts may remove the focus of other phenomena that may be happening within a
population. Buetell (2013) poses that results from generational cohort study may have more to do
with aging than differences in cohorts, themselves.
Some research has shown little to no relationship between stereotypes of generational
cohorts and findings of their studies. Macky, Gardner and Forsyth (2008) found that while there
are generational differences between cohorts such as preference for communication mediums,
they may not be what many of the traditional stereotypes such as millennials being entitled say
they are. Gardiner et al. (2013) found that people within a given cohort may not notice the
presence of generational stereotypes in themselves as much as they noticed the stereotypes
pertaining to other cohorts. They concluded that generational markers should not be generalized
too much as to stereotype individuals from other cohorts. Furthermore, generational theories in
the US may only apply to a certain group of Americans, potentially not minorities or immigrants
(Giancola, 2006). Criticisms of generational cohort research indicate that though there are
differences between generational cohorts, decisions by churches to adapt to certain cohorts to for
growth may consider other variables that contribute to differences between different generations.
Factors that Influence Participation in a Church

Individuals primarily participate in church services and activities to meet one or multiple
needs. Maslow (1943) identified five basic needs: physiological, safety, love and belongingness,
esteem needs, and self-actualization and expanded the model to include cognitive needs,
aesthetic needs, and transcendent needs (Maslow, 1970). According to Maslow (1943; 1970)
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 18
physiological needs include food, drink, shelter, and sleep. Safety needs include protection from
elements, security, and stability. Love and belongingness include friendship, trust, intimacy,
acceptance, being a part of a group, and giving affection and love. Esteem needs include self-
esteem, achievement, status, and responsibility. Cognitive needs include knowledge and
understanding, curiosity, and need for meaning and predictability. Aesthetic needs include
balance, form, and appreciation for beauty. Self-actualization needs include realizing full
potential, self-fulfillment, and personal growth. Finally, transcendence needs pertain to aiding
others to achieve self-actualized needs. The literature has revealed that the church can meet
many of these needs. The three needs identified are physical, personal, and spiritual.
Physical Needs. This category of need includes basic physical needs, including food,
shelter, medical care, safety and shelter, mental health counseling, and financial support.
Recklessly Alive (2016) discuss the need for churches to provide for those who are not able to
provide for themselves.
Personal Needs. Personal needs encompass several of the categories identified by
Maslow (1970), including love and belonging, esteem, self-actualization, cognitive needs, and
transcendence needs. A church meets personal needs of an individual. Personal needs include
friendship (Brown, 2016), community (Brown, 2016), a sense of self-efficacy, a sense of purpose
(Brown, 2016), receiving counseling (Perrin, 2008), to be recognized for the work they do
(Garland et al., 2008).
Spiritual Needs. Spiritual needs are those pertaining to belief in the supernatural such as
afterlife (Perrin, 2008), a sense of spirituality or connection with the Holy Spirit (Tamney, 2005),
creating meaning for their life (Twenge et al., 2015). This is not to say that a church is the only
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 19
place to have these needs met. A recent study Gallup (2017) found that many people do not feel
they need religion or have their spiritual needs met elsewhere.
Factors that Influence Attracting and Retaining Attendees to a Church
The literature has identified several factors that influence attracting and retaining church
attendees. Many of these factors can be found across generational cohorts, but often are
interpreted differently. In factors that the research has identified significant differences between
generational cohorts’ interpretation of the influencer, a table has been included to identify these
differences.
Perception of Authenticity. Churches that operate such that they are perceived as
authentic to perspective visitors will help increase attendance. This authenticity relates to a
church keeping to the central teachings of the Christian faith, including not judging others,
forgiving others, not gossiping, providing for the poor, helping the oppressed, loving those that
are both friends and enemies and the need to share these messages (Matthew 7:1; Luke 6:35-40;
James 4:11; James 2:15; Proverbs 31:8-9, New American Standard). People want to find Jesus in
the church (Corey, 2013), and want churches to focus on what they stand for, not what they stand
against (Held Evans, 2013).
The literature has shown that focusing on these authentic messages of the Bible will aid
in attracting and retaining people. Tamney (2005) discusses the need for churches to focus more
on the condition of the heart than specific actions and rules. Chiakulas (2016) states that Jesus
was a social justice warrior that worked against established religion, focusing on the needs of
others, postulating that authentic churches need be focused on doing the same. Allocating
resources to programs that support the needs of others will be viewed as more authentic to the
gospel, and leads to stronger member satisfaction and retention (Saunders, 1999; Nieuwhof,
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 20
2013). Having an open atmosphere to discuss doubts about norms, beliefs, or conflicting views
will help attract attendees (Brown, 2016). People want to be embraced as individuals instead of
trying to make everyone behave a specific way, thereby reducing their individuality and
authenticity (Corey, 2013). Table 2 summarizes perception of authenticity by generational
cohort.
Table 2

Summary of Perceptions of Authenticity by Generational Cohort
Generational
Cohort
Perceptions of Church Authenticity Related Literature
Traditionalist Enjoy thinking about the big picture, the Bible,
and struggle with understanding why younger
generations do not find that same value in
tradition, feel like they are being ignored by
younger generations

(Gardiner, Grace & King,
2013; McTyre, 2015; Sessa et
al., 2011)
Baby Boomer Believe sticking to the traditional evangelizing,
rehearsed presentations and programming are
what authentic church looks like

(Eisner, 2005; Gardiner,
Grace & King, 2013;
Harrington, 2016)
Generation X Honest interactions that develop meaningful
relationships, authenticity in the church looks
like freedom to make decisions

(Eisner, 2005;
Kupperschmidt, 2006;
Stannard, 2001)
Millennial Perceive authenticity as being human, having
room to fail, talk about controversial issues, do
not embrace traditional hierarchy. Do not like
flashy, rehearsed presentations, and value
performance over tenure
(Barna Broup, 2017; Crocker
& Meier, 2010; Darga, 2012;
Powell, 2017; Recklessly
Alive, 2016)

Pastoral Leadership. The pastoral leadership of the church is a key influencer on
attracting and retaining attendees (Tamney, 2005). People are looking for a pastor that is
approachable, relatable (Tamney, 2005; Taylor, 1997), and engaged with the congregation
(Brown, 2016). Similarly, Young and Firmin (2014) found that pastors need to have a personal
connection with members of the congregation while Taylor (1997) found that pastors need to
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 21
have good communication with members of the congregation. A study conducted by Puls,
Ludden and Freemyer (2014) found that pastors who are perceived as authentic by the
congregation will be more effective in building and retaining the congregation. This authenticity
was measured in self-awareness, moral compass, balanced processing, and relational
transmitting. They also found that pastors need to build trusting relationships through authentic
leadership, which is not necessarily related to the credentials or experiences that they have.
Pastors need accept that they will not please everyone, that some people will leave the church
because of that (Nieuwhof, 2013), but they need to provide provoking and convicting pastoral
leadership (Krejcir, 2017)
Affinity. Garland, Myers and Wolfer (2008) found that it is important for the
congregation to relate to people for them to engage in church activities. Factors such as
demographics, an opportunity to develop new relationships and have a sense of belonging, and
holding similar belief structures influence a church being able to relate to potential attendees.
Demographics. Tamney (2005) found that individuals choose churches because of
relative similarity in socio economic status, age, political views, and even ethic background.
Americans are more likely to identify as religious after marriage (Hout & Fischer, 2002).
Personal Relationships and a Sense of Belonging. Brown (2016) found that creating
the opportunity to develop personal relationships will increase participation in church activities
such as volunteering and participating in other church groups. Webb et al. (1998) found that
having a personal contact will attract new visitors to a church, and members should be trained by
the church to engage in the activity of attracting new visitors to the congregation. Small groups
are effective in building member retention through creating meaningful relationships (Brown,
2016).
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 22
Building intergenerational relationships also leads to stronger member retention (Brown,
2016). Eisner (2005) found that creating an atmosphere of mentoring helps both the mentor and
the mentee, and it will allow for the opportunity to exploit the strengths of each generation
(Kupperschmidt, 2006), while helping build confidence and clarity for the younger generation on
how to utilize their strengths (Darga, 2012; Eisner, 2005). Younger generations also have the
opportunity to reverse mentor their mentors, benefiting both parties and building stronger
relationships (Barna Group, 2017)
Programming. Brown (2016) asserts that certain activities such as small groups and
youth groups may attract and retain members. Having programs that benefit certain stakeholder
groups such as youth, young adults, families, and seniors may attract and retain members.
Tamney (2005) found that youth and senior programs are the most important programs to a
congregation, though these may not be as important as the overall relevance of the organization
to the stakeholder. Sellon (2014) found that providing resources, including support staff to
volunteers will help to retain their services in the organization.
Community Outreach and Service. Churches that have strong community outreach and
service programs are more effective at attracting and retaining attendees. Saunders (1999) found
that social service opportunities and community service obligations strongly influence member
retention. Church growth can only happen by reaching out and serving in the community (Green,
2012). Krejcir (2017) claims that serving in the community is what the church is all about,
promoting real biblical principles. Recklessly Alive (2016) echoes this by posing that helping the
poor should be the first focus of church ministry. While community outreach can look many
ways, one of these ways is by reaching groups that are not represented in the church currently.
Community outreach often serves the impoverished in a community who are more likely to be
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 23
racial minorities that are typically underrepresented in many traditionally white churches (Wallis,
2016). Sellon (2014) describes the benefit of recruiting minorities and a more diverse group of
people to volunteer and recruit more people to the organization. Wallis (2016) claims that
bringing a higher level of diversity will aid in the church doing more effective ministry.
Community service and volunteering also have an impact on member retention. Sellon
(2014) found that the congregation developing meaningful relationships with volunteers will
create a longer-term commitment to the organization. Volunteering in the church can give a
sense of purpose to individuals (Hayward & Krause, 2014, Sellon, 2014). Garland et al. (2008)
found that an organizational culture that encourages active involvement can improve
volunteering. In their study on volunteering in the church, they found that having financial and
material resources available to members who engaged in volunteering is beneficial in
maintaining the activity. Table 3 summarizes the views of community service by generational
cohort.
Table 3

Summary of Views on Effective Community Outreach by Generational Cohort
Generational
Cohort
Views on Effective Community Outreach Related Literature
Traditionalist Believe evangelizing is a powerful way to serve
community, and to spend time in service to better
their own lives and those around them

(Bragg, 2013; Massey,
2013; McTyre, 2015;
Sessa et al., 2011)
Baby Boomer Want to benefit the church, and help form local
government policies, focused on internal
improvement more than external

(Bragg, 2013; Harrington,
2016; McTyre, 2015)
Generation X Want to facilitate change in their communities

(Massey, 2013; McTyre,
2015)
Millennial Value community service, social justice, making
a change no matter who gets credit. They want to
better life globally
(Brown, 2016; Harrington,
2016; McTyre, 2015)

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 24
Communication and Marketing. Effective organizational communication is a key
influencer of member retention. Webb et al. (1998) posit that communication of the goals and
activities of the church will lead to stronger member retention. Mckenna and Eckard (2009)
postulate that churches need to clearly outline the mission of the leadership of a church for a
congregation to effectively grow. Studies (Taylor, 1997; Saunders, 1999) found that the
satisfaction of members of the congregation with communication in the church may be the
strongest predictor of member satisfaction. Taylor (1997) found that the quality of the media
used for communication, and being open, supportive and active were predictors of member
retention and satisfaction. In a study on churches’ use of technology, Bolu (2012) found that
incorporating technology into the church will appeal to the younger generations. The study
revealed that using the internet to give individuals an option to learn from a church on their own
flexible schedules will help the church grow (Bolu, 2012).
Marketing to prospective members creates awareness that the church exists (Webb et. al,
1998), though a study conducted by Sherman and Devlin (2000) found that some churches are
reluctant to market to potential members because it can be perceived as disingenuous, and look
like a call to fill the seats and raise money. Table 4 summarizes the views on effective
communication and marketing by generational cohort.
Table 4

Summary of Views on Effective Communication and Marketing by Generational Cohort
Generational
Cohort
Views of how to be communicated with Related Literature
Traditionalist Prefer information in print.

(Green, 2012)
Baby Boomer Prefer to receive information in print, but
will use online mediums if they
understand it.

(Green, 2012; Yang & Jolly, 2008)
Generation X Prefer to receive information online and (Green, 2012; Yang & Jolly, 2008)
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 25
in print.

Millennial Prefer to receive their information online,
and want to be able to get to any
information immediately.
(Bolu, 2012; Green, 2012; Paulin,
Ferguson, Jost & Fallu, 2013;
Valentine & Powers, 2013)

Factors that Influence Attendance Decline
Inauthenticity. Churches have a perception of being inauthentic by not following the
central focuses of their faith. Bendroth (2008) claims that churches are not shrinking because
they are not flashy enough, they are shrinking because they are not being real. Hypocrisy, gossip,
and judgmental attitudes cause people to leave the church (Krejcir, 2017). Barna Group (2016)
found that 66% of millennials believe that American churchgoers are hypocritical, 46% believe
that people at church are intolerant of other beliefs. 44% feel church looks like an exclusive club.
Millennials find churches to be shallow, and have a higher distrust in the Christian church than
any other generational cohort (Barna Group, 2016). Barna Group (2017) found that people do not
trust extremely large churches, finding them look more like a business, so some people may find
them attractive as to remain anonymous.
While the Bible is clear in its value of women, some churches have not traditionally held
women in high standards. 43% of women do not feel like they receive any emotional support
from the church (Barna Group, 2016). Kapinus, Kraus and Flowers (2010) found that churches
need to be willing to have conversations about controversial topics, such as homosexuality, a
traditionally frowned upon practice in churches.
Barna Group (2017) found that people are looking for churches that are not trendy.
Churches are not recognizing that the traditional programing and being cool to younger
generations is not what they want. They want a new style of church that is relational and
authentic (Bowdle, 2016).
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 26
Political Connections. A connection between politics and religion has a negative impact
on church attendance. There is a societal association between religious preference and political
preference, particularly among conservatives (Hout & Fischer, 2002). The connection between
Republicans and Christians may have created a tendency by other members of society to move
away from their religious affiliation in response to political views often held by that group (Hout
& Fischer, 2002). Twenge et al. (2015) found that religion may cause people to change the way
they think about certain things, such as political views, which leads to a decline in interest in
being involved in the church by prospective attendees. A study by Barna Group (2017) found
that there is a large group of people that begins in younger generations and increases through
Baby Boomers, dropping off with Traditionalists that are followers of Jesus but hate the church.
Interestingly, this group is very diverse politically, which is not typical of Christians in general.
The church is having to decide who it is in the new world. The church shouldn’t look like a
worldview or political affiliation. It should look conservative on abortion and gay marriage, and
liberal in social, economic, and racial justice (Kuruvilla, 2017).
Tradition. Many churches hold true to long standing denominational, doctrinal,
organizational, and cultural traditions that negatively impact attendance. For example,
Harrington (2016) claims that the traditional nature of churches being strictly driven by doctrine
as damaging to attracting those who see the Bible more ambiguous. A recent study found that
many find verses in the Bible to be more symbolic than literal (Barna Group, 2017), while a
separate study by Barna Group (2017) found that Christian skepticism is on the rise because
there is an increase in belief that the Bible has errors and is not literal, which is a stray from
traditionally held Christian worldviews. Many believe that churches disagree with science (Barna
Group, 2017), which creates a tension between science and religion, for example, the competing
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 27
accounts of creation and evolution, which causes individuals to separate the two, preferring one
account over the other (O’Brien & Noy, 2015). Furthermore, many long-held traditions in the
church relating to personal lifestyle have been under scrutiny. Barna Group (2017) found that
many view traditional views on sexuality as outdated and judgmental (Barna Group, 2017). A
decline in religiosity may be connected in part to a decline in the marriage rate in the US;
historically, Americans are more likely to identify as religious after marriage (Hout & Fischer,
2002). But views on traditional family structure do not have the same influence as they once did
because marriage is not as prevalent as it was historically, with lifelong marriage no longer being
the norm (Harrington, 2016).
These traditions may be damaging church attendance. Churches that have been around
for more than two generations have a risk of tradition and history damaging them; a study
(Dougherty, Maier & Lugt, 2008) found that an older church needs to adapt and work to retain
younger generations that are offspring of their parents in the church. This may be difficult
because of changing external influencers such as culture. Millennials do not find the same value
in tradition that previous generations hold (Powell, 2017). Sessa et al (2007) found that younger
generations do not find respect in people of older positions in a traditional hierarchy the same as
previous generations would. For example, churches have pushed for traditional denominational
allegiance, while younger generations see that as a tradition that is outdated (Harrington, 2016)
Lack of diversity. Wallis (2016) discusses the importance of bringing diversity into the
congregation. He states that if Caucasians continue to congregate in mostly white churches and
never attempt to diversify, they will never understand the struggles of minority groups of the
same faith. This is a direct contradiction to Galatians 3:28, which discusses that under Christ,
there can be no recognition of or division of race or nationality, but rather that all are one race.
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 28
Held Evans (2013) claims that the church should focus on listening to people who are not
represented in their church so they can find out what they really want.
Cost of Attending Church. Resources of time and money hinder an individual from
attending church. Gallup (2017) also identified lack of time as a barrier to attending church.
According to Perrin (2008), individuals will assess the monetary or time cost of meeting these
needs and determine if participating in a church is validated. For example, churches are not
meeting the needs of younger generations to have meaningful relationships (Barna Group, 2017).
Changing Culture. Franck and Iannaccone (2014) suggest that one influencer on
religious decline is driven by the secularization of education in the United States. He posits that
schools shape beliefs, political interests, and thinking, which may not be in line with traditional
thinking. Much of the decline in religiosity in the US may be attributed to a changing culture
associated with younger generational cohorts (Twenge et al., 2015). Twenge et al. (2015) found
that individualism and narcissism lead to people not wanting to sacrifice their personal views on
worldview. Individualism is a recent phenomenon where individuals are looking more at self and
uniqueness than community, may influence an individual from attending church (Twenge et al.,
2015).
Summary
Attracting and retaining members to a church has wide ranging complexities. The
literature has revealed that issues pertaining to personal needs, beliefs, and relevance must be
met, while simultaneously addressing many different barriers that influence attracting individuals
to a church. While core human needs and desires exist among most individuals that a church may
be capable of meeting, the interpretation of how those are addressed leaves plenty of room for
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 29
interpretation. The research has shown that variances between generational cohorts regarding
personal values and preferences further complicates what influences church growth.
Conceptual Framework
The conceptual framework that was used for this study was developed by Clark and Estes
(2008). The framework is driven by a gap analysis to identify areas of knowledge and skills,
motivation, and organizational influencers that are not adequately being addressed. This
systematic process of identifying gaps ultimately leads to recommendations for improvement and
implementation that are built on the foundation of educational psychology. All recommendations
made are data driven, which will increase the effectiveness of all aspects of the organization
relating to meeting the goal (Waters, Marzano & McNulty, 2003).
The Elements of the Gap Analysis Framework
The gap analysis framework is comprised of three elements, knowledge, motivation, and
organization. These elements encompass the aspects that are required for organizational
effectiveness (Clark & Estes, 2008). The first element, knowledge and skills, is distilled down to
four sub elements identified by Krathwohl (2002), an iteration of Bloom’s revised taxonomy.
These four elements are declarative, conceptual, procedural, and metacognitive knowledge.
Motivation stems from active choice, mental effort, and persistence (Rueda, 2011). The
organization element refers to influencers that are rooted in the organization itself, such as
leadership, resource allocation, training, organizational culture, and policies (Schein, 2010).
Knowledge and Skills. One of the influences on performance is the stakeholder’s
knowledge and skills regarding the subject matter (Clark and Estes, 2008), which must be
addressed to close performance gaps (Rueda, 2011). Defining a framework for mapping a
problem and creating mutual understanding of definitions will exploit performance gaps in the
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 30
organization related to knowledge and skills (Krathwohl, 2002). The first type of knowledge
identified by Krathwohl (2002) is factual or declarative knowledge, which pertain to basic facts
and definitions that serve as a foundation for more complex knowledge. The second knowledge
type is conceptual knowledge, pertaining to understanding more complex theories and principles.
The third knowledge type, procedural knowledge, references how to complete a task. The final
knowledge type, metacognitive knowledge, refers to how one thinks about how they think
(Baker, 2006). To develop mastery and improve organizational performance, individuals must
scaffold by creating a foundational knowledge and build up through more conceptual and
procedural knowledge, ultimately leading to self-reflection and metacognition. Schraw and
McCrudden (2006) pose that individuals must have that foundational knowledge to tie more
complex ideas and tasks to have higher levels of efficacy and contribution to organizational
performance.
For members of the church to meet their organizational goals, they must possess the
correct knowledge types. Incorrect foundational knowledge can lead to misunderstandings and
communication failures, ultimately resulting in poor organizational performance (Lewis, 2011).
Knowledge is transferred through communication in many different formats (Clark & Estes,
2008), and must be rooted in previous knowledge for effective learning to take place (Schraw &
McCrudden, 2006). Strategies such as modeling (Denler, Wolters, & Benzon, 2009),
reinforcement (Mayer, 2011), feedback (Shute, 2008), self-regulatory strategies (Denler, et al.,
2009), and continued practice (Schraw & McCrudden, 2006) are all effective strategies to
transfer knowledge. The tools that can be used for utilizing these strategies include goal setting,
feedback, educational tools and resources, trainings, and other forms of practice (Denler et al.,
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 31
2009; Mayer, 2011; Schraw & McCrudden, 2006; Tuckman, 2009). Table 5 identifies the
influencers that shape the knowledge framework.
Table 5

Summary of Influencers Leading to Increased Attendance and Retention: A Knowledge
Framework
Influencer Theoretical
Literature
Related
Literature
Declarative

1. Stakeholders know the
organizational goal
(Declarative)
(Lewis, 2011)

2. Stakeholders knows that
members from different
generational cohorts prefer
different modes of
communication(Declarative
)
(Duerden, Aaron &
Cromwell, 2011;
Lewis, 2011)
(Bolu, 2012;
Mckenna &
Eckard, 2009;
Saunders, 1999;
Sherman &
Devlin, 2000;
Taylor, 1997;
Webb et al., 1998)

3. Stakeholder knows that
many churches are
experiencing a declining
attendance (Declarative)
(Gallop, 2016;
Pew Research,
2015; Schwadel,
2010)
4. Stakeholder know that
people attend church to
have needs met
(Declarative)
(Brown, 2016;
Gallop, 2016;
Garland et al.,
2008; Perrin, 2008;
Recklessly Alive,
2016; Tamney,
2005; Twenge et
al., 2015)

Conceptual

1. Stakeholder understands
that people from different
generations may have
values that differ from their
own(Conceptual)

(Strauss & Howe,
1991; Young &
Hinesly, 2012)
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 32
2. Stakeholder understands
that younger generations
want to be more involved
in decision
making(Conceptual)
(Brown, 2016;
Eisner, 2005)
3. Stakeholder understands
being involved in effective
community service benefits
the church(Conceptual)
(Garland et al.,
2008; Green, 2012;
Hayward &
Krause, 2014;
Krejcir, 2017;
Recklessly Alive,
2016; Saunders,
1999; Sellon,
2014; Wallis,
2016)

4. Stakeholders understand
that the current model of
the church can be perceived
as inauthentic (Conceptual)
(Barna Group,
2017; Recklessly
Alive, 2016)
5. Stakeholder understands
that younger generations
desire to be a part of
mentoring
relationships(Conceptual)
(Barna Group,
2017; Crocker &
Meier, 2010;
Darga, 2012;
Eisner, 2005)
6. Stakeholder understands
that younger generations do
not find many churches to
be authentic (Conceptual)
(Bendroth, 2008;
Krejcir, 2017;
Barna Group,
2016)

Procedural

1. Stakeholder knows how
to increase relevance to
younger generations
(Procedural)
(Barna Group,
2016; Barna
Group, 2017;
McTyre, 2015)

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 33
Metacognitive

1. Stakeholder reflects on
how well they contribute to
the organization meeting its
goals(Metacognitive)
(Baker, 2007;
Krathwohol, 2010)

Motivation. Motivation can be described as a purpose or drive behind an individual or
group behaving in a certain way, stemming from some sort of interest. Schraw and Lehman
(2009) pose that there are two different types of interest, situational interest and personal interest.
Situational interest arises spontaneously out of the environment an individual is in, where
personal interest is more long term and can be developed over time, reflecting an individual’s
personal values. Monitoring motivation and learning what drives individuals will improve
overall performance (Pintrich, 2003). For generations to engage with one another in a way to
produce a more effective organization, they need to better understand what motivates each
generational group (Eisner, 2005). Transfer, which pertains to information and training being
learned and implemented, is vital to the success of the organization, and can only happen when
individuals are motivated to learn (Grossman & Salas, 2010). Table 5 identifies the influencers
identified for the motivational framework.
Self-Efficacy Theory. The first motivation framework used for meeting the stakeholder
goal is Self-Efficacy Theory. Self-Efficacy Theory is based on an individual’s perceived
capability (Bandura, 2005). The theory describes whether an individual believes that they can
produce the outcomes that they want, and will determine whether they even begin a given task
(Pajares, 2006). This theory is critical in defining motivation for starting a task and believing that
it can be completed. Individuals with low self-efficacy are more likely to give up when faced
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 34
with difficult tasks (Grossman & Salas, 2010). Bridging the differences in generations has
proven to be difficult time and time again so building self-efficacy is a key motivational factor.
Attribution Theory. The second motivational framework used for meeting the
stakeholder goal is attribution theory. This theory, which is built on Weiner’s Model of
Attributions (YEAR) asserts that individuals want to understand their environment and why
things happen (Anderman & Anderman, 2009). Under Attribution Theory, individuals would
define why a given scenario happened and would apply three dimensions to that scenario: locus,
stability and controllability (Anderman & Anderman, 2009, Taggar & Neubert, 2004). Locus of
control refers to who has the perceived control in a given situation, stability refers to whether or
not the attribution is repeatable because of the attributed cause, and controllability refers to how
much control a given actor has in reference to the attribution. Once an actor defines, in their
estimation, why a given situation happened, they will decide whether they can help improve a
situation or not, and motivation increases or decreases. Under Attribution Theory, it is not
important whether the attribution an actor gives is correct or incorrect, but rather whether they
believe it or not (Anderman & Anderman, 2009).
Expectancy Value Motivational Theory. The third motivational framework used for
meeting the stakeholder goal is Expectancy Value Motivational theory. This theory, developed
by Jacquelynne Eccles theorizes that there are two motivational achievement related beliefs: the
expectation by the stakeholder for success and the importance and value of alternatives available
(Eccles, 2006). A stakeholder that believes that they can complete a task is more likely to start it,
and then follows that belief by a decision of whether the task is worth completing compared to
other alternative uses of resources (Eccles, 2006). Under this theory, in weighing out the
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 35
decision of starting a task, an individual will consider whether there is a value to them in
completing the task, what the completion will be valued at to them, and what the cost is.
Table 6

Summary of Influencers Leading to Increased Attendance and Retention: A Motivational
Framework
Influencer Theoretical Literature Related Literature
Motivation

1. Stakeholders have
confidence that they can
increase the size of the
congregation to include
younger generations to sustain
the health of the organization
(Self Efficacy Theory)

(Bandura, 2005; Dierdorff,
Surface & Brown, 2010;
Grossman & Salas, 2010;
Pajares, 2009)
(Yang & Guy, 2006;
Darga, 2012)

2. Stakeholders believe that
the church is not growing
because it is not relevant to
younger generations
(Attribution Theory)
(Anderman & Anderman, 2009;
Pintrich, 2003; Taggar &
Neubert, 2004)
(Barna Group, 2017;
Harrington, 2016; O'Brien
& Noy, 2015)

3. Stakeholders believe they
can complete their stakeholder
goal and are motivated to do
so (Expectancy Value Theory)
(Eccles, 2006; Pintrich, 2003) (Perrin, 2008)
Organization. Organizational climate and culture define how an organization will
respond to change (Schneider, Brief & Guzzo, 1996), which is identified here as organizational
influencers such as resources and policies, cultural models, and cultural settings. Organizational
resources and policies need to be accessible and in alignment with the goals of organization to
facilitate change, and can also serve as barriers to success (Clark & Estes, 2008). Cultural models
are deeply seeded beliefs that exist within the organization, which are subconscious or invisible,
while cultural settings are the manifestation of those models in the visible actions of the
organization (Gallimore & Goldenberg, 2001). The complexity of change required to meet the
organization goal will require exceptionally effective communication strategies. Lewis (2011)
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 36
posits that successful organizational cultures promote communication that comes from the
leadership as well as between members of the congregation. He found that organizations that
communicate effectively will promote communication between members to reinforce the
mission, vision, and goals of the organization. Kezar (2001) asserts that communication
effectiveness is framed by leadership in the organization. Effective communication by leadership
will provide clear guidance for stakeholders. Leaders that use storytelling to communicate the
change needed may assist in implanting complex and difficult to accept change (Denning, 2005;
Lewis 2011).
Lewis (2001) illustrates that change can be triggered by an imbalance or shortage of
financial resources and resource management. While Schein (2010) suggests that leadership will
allocate resources based on their individual preferences for how the organization should operate,
those choices may not be in the best interest of the church goal. Resources that are allocated to
programs that will attract new attendees are a priority for congregations looking to increase
attendees. In addition to financial resource allocation, the allocation of time resources is a critical
aspect of meeting the organizational goal. Resources are not limited to finances and time; they
must also address training for stakeholders to effectively meet their goals. Schein (2010)
identifies formal training, informal training, practice and feedback, role models, support groups,
and systems as important resources the organization should provide to stakeholders. Ensuring
that stakeholders have the resources needed to achieve their goal will increase the ability of the
organization to meet its goals (Waters, Marzano & McNulty, 2003). Lewis (2001) discusses the
value training resources bring by allowing stakeholders to better understand the task, asking
questions and digesting the purpose of the training. Stakeholders need to be provided these
training resources to attract new members to the congregation (Webb et al, 1998). Utilizing
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 37
effective training resources will help break down complex change and promote learning (Schraw
& McCrudden, 2006).
Organization has effective, competent leadership that is qualified to develop and
implement plans reflective of organizational goal. Schein (2010) discusses the need for leaders to
have a founder’s mentality, be internally focused, involved, and adhere to core values, among
others. Leaders need to have espoused values in line with the desired organizational culture to be
effective at leading (Schein, 2004). Kotter (2013) asserts that there is a difference between
having effective managers and leaders, and an organization needs both. Competent managers can
carry out tasks, while leaders guide and create vision for the organization. For the stakeholder
group to be successful, the organization must provide a leadership team that is balanced and
diverse, providing vision and accountability (Schein, 2010). The vision developed must be
continuously reevaluated by the leadership team to ensure the congregation is focused on a clear
picture that is always directed (Waters, Marzano & McNulty, 2003). Leadership within the
organization should be conscious of modeling the behavior of the intended culture in informal
communications to set an example and live out the culture of the organization (Schein, 2010).
Finally, the culture of the organization must embrace and promote diversity. Small (2001)
found that diversity needs to be a central mission of the current church. He points to the early
church, identifying diversity was instrumental in its growth. While churches tend to be made up
of people from similar ethnic and socioeconomic backgrounds (Tamney, 2005), having
minorities will aid in growing the congregation (Sellon, 2014). Schien (2010) posits that having a
more culturally diverse subculture within an organization will bring innovation to the
organization. Effective leaders are conscious of biases and prejudices of their own as well as the
biases and prejudices those around them (Bensimon, 2005), and are committed to valuing
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 38
diversity through actions that are inclusive and drive a culture of inclusion that increases
diversity (Angeline, 2011; Prieto, Phipps & Osiri, 2009).
Cultural models that were identified within attendees of the organization that relate to
attracting and retaining new attendees are that the organization do not think that Christians have
varying degrees of beliefs, behaviors, interpretations, and values, that they do not think that
diversity should be embraced, and that the church does not need to change. These driving
cultural models impact churches growing. For example, Twenge et al. (2015) found that
millennials desire the opportunity to think differently than others and question the church. Barna
Group (2016) found that not being open and having discussions about controversial topics in the
church is a turn off, and damages church attendance.
Cultural settings that were identified as the manifestations of those cultural models
include the church operating in the same traditional program, and considering community service
as something that happens at the church, as opposed to in the community. The literature revealed
that individuals from older generations tend to view both settings as the norm. For example,
Baby Boomers want to benefit the church, and help form local government policies, focused on
internal improvement more than external (Bragg, 2013; Harrington, 2016; McTyre, 2015) while
Millennials and Generation X want to bring change to the community, focus on working in the
community and improving lives of everyone (Brown, 2016; Harrington, 2016; Massey, 2013;
McTyre, 2015). Table 7 identifies the influencers that guide the organizational framework.

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 39
Table 7

Summary of Influencers Leading to Increased Attendance and Retention: An Organizational
Framework
Influencer Theoretical Literature Related Literature
Organization

1. Organization is committed to
changing some of its long-
standing traditions and practices
to meet its mission (Culture and
Change)
(Kezar, 2001; Schein,
2010)
(Barna Group, 2017;
Dougherty, Maier & Lugt,
2008; Harrington, 2016)
2. Organization allocates
resources commensurate with its
mission (Resource Allocation)
(Lewis, 2001; Schein,
2010)

3. Organizational leadership
effectively communicates with
the congregation
(Communication Effectiveness)
(Denning, 2005; Kezar,
2001; Lewis 2011)

4. Organizational has adequate
leadership team that is qualified
to develop and implement plans
organizational goal and models
behavior that is consistent with
the goal (Modeling, Leadership)
(Kotter, 2013;Schein,
2010; Waters, Marzano &
McNulty, 2003)

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 40
5. Organization implements
community service programs
that support the mission of the
organization and meet the needs
of members of the community,
and provides sufficient
opportunity and support for
volunteers (Community
Outreach and Volunteering)
(Sellon, 2014; Garland et al.,
2008; Hayward & Krause,
2014)
6. Organization encourages a
culture that is authentic and
welcoming (Culture)
(Lewis, 2001; Schein,
2010)
(Corey, 2013; Chikulas,
2016; Brown, 2016; Held
Evans, 2013; Tamney, 2005)
7. Pastoral leadership of the
church exhibits qualities that
support the organizational
mission (Pastoral Leadership)
(Lewis, 2001; Schein,
2010)
(Puls, Ludden & Freemyer,
2014; Tamney, 2005; Young
& Firmin, 2014)
8. Organization has vision that
supports the mission of the
church (Vision)

(Schein, 2010)
Cultural Models

1. Attendees think that
Christians have varying degrees
of beliefs, behaviors,
interpretations, and values
(Barna Group, 2017;
O’Brien & Noy, 2015;
Twenge et al., 2015)
2. There is a need to increase
diversity

(Held Evans, 2016; Wallis,
2016)
3. The church needs to change (Dougherty, Maier & Lugt,
2008; Harrington, 2016)

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 41
Cultural Setting

1. There is no specific way that
churches need to operate to be
successful

(Dougherty, Maier & Lugt,
2008; Harrington, 2016)
2. Community service happens
in the community
(Brown, 2016; Harrington,
2016; McTyre, 2015)

Conclusion
There are several assumed influencers in gaps of knowledge, motivation, and
organization that may play a role in keeping the organization from attracting and retaining
younger generational cohorts. Gaps in procedural, declarative, metacognitive, and conceptual
knowledge need to be understood by attendees of the organization (Clark and Estes, 2008).
Attendees of the organization need to have the knowledge of the influencers outlined to
effectively meet their individual stakeholder goals. Attendees should also understand what
motivational gaps exist, and believe that they can play a role in the organization meeting its goal.
Finally, the organization should provide the resources and culture required for attendees to
adequately achieve the organizational goal. Chapter Three addresses the validation process that
was used to assess the assumed knowledge, motivation, and organizational influences outlined in
this section.

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 42
CHAPTER THREE: METHODS
Purpose of the Project and Questions
This project sought to understand what influences are keeping Upper Valley Christian
Church from meeting its organizational goal. Chapter three focuses on what methods were
employed to answer the following research questions:
3. What are the knowledge, skills, motivation, and organizational barriers and assets needed
to help attendees of Upper Valley Christian Church meet their goal?
4. What are the recommended knowledge, skills, motivation, and organizational solutions
that will help the attendees meet their goal?
Conceptual Framework: The Interaction of Stakeholders’ Knowledge and Motivation with
the Organizational Context
The conceptual framework presented in this paper unites the research reviewed in chapter
two to present a roadmap to guide how this study was conducted. The conceptual framework is a
structure that scaffolds the underlying theories and concepts that drove the study (Merriam &
Tisdell, 2016). Chapter Two presented a review of the influencers that are assumed to contribute
to the performance problem and identified the interdependence of many of the knowledge and
motivational issues. The conceptual framework asserts that Upper Valley Christian Church is not
meeting its goals because individual stakeholders do not possess the required knowledge and
motivation, and that the organization does not provide the required resources. The framework
also hypothesized that existing cultural models and cultural settings serve as barriers to the
organization meeting its goals. The conceptual framework asserts that if the stakeholders and
organization possess, understand, and implement the identified driving influencers, the
organization will meet its goal.
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 43

Figure 1. Conceptual Framework
The conceptual framework focused on the stakeholder group of members and regular
attendees of Upper Valley Christian Church, and is visualized in Figure 1. There are several
Resource Allocation
Communication Effectiveness
Rewards
Modeling
Leadership
Community Outreach
Pastoral Leadership
Vision
Churches operate a specific way
Community service happens on premise
Christians share the same behaviors,
beliefs, intrpretations, and values
There is no need to increase diversity
The church is fine the way it is
Knowledge and Skills
Knows the goal
Knows different communication styles
Knows attendance is declining
Knows that stronger relationships lead to
member retention
Know people attend church to meet a
need Understands benefits of community
Understands the church may need to
change
Understands the impact of not being open
minded
Understands that people have different
values
Knows how to increase relevance
Knows how to engage in mentoring
relationships
Reflects on how they engage in meeting
goals
Motivation
Self-Efficacy Theory
Attribution Theory
Expectancy Value Theory
Meeting Church Goal and Mission
Organizational Influences
Cultural Models
Cultural Settings
Attracting and
retaing a younger
population
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 44
stakeholders that were relevant to the study that were identified, including members, non-
members, one time visitors, and non-visitors. For the purposes of this study, regular attending
members and attendees were isolated due to their role in attracting new visitors to the church,
which will lead to the achievement of the overall goal. The conceptual framework outlines the
presumed required knowledge and motivational influencers stakeholders need and the presumed
influencers the organization needs to provide for the church to meet its goal. This conceptual
framework was derived from assumed influencers that attract and retain attendees, specifically of
younger generational cohorts that were identified in the review of literature presented in Chapter
Two.
Assessment of Performance Influencers
The project attempted to validate the assumed performance influencers revealed in
Chapter Two through a mixed methods data collection process. The influencers and assessment
tools employed for this study are addressed in this section.
Knowledge Assessment
The literature revealed nineteen possible knowledge influencers, as displayed in Table 5.
Of these possible knowledge influencers, questions one through five, represent declarative
knowledge. Ten possible knowledge influencers, questions six through fifteen, represent
conceptual knowledge. Three possible knowledge influencers, questions sixteen through
eighteen, represent procedural knowledge. One possible influencer, question nineteen, represents
metacognitive knowledge. These possible knowledge influencers were assessed through
individual interviews and several survey items. Clark and Estes (2008) describe importance of
using interviews to clarify misconceptions or assumptions the interviewer has about why a
stakeholder answers a question a certain way; an interview is a useful tool in clarifying certain
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 45
items that cannot be drawn from surveys. Furthermore, survey questions will not validate
knowledge or knowledge transfer; the subject will best be able to demonstrate their knowledge
through open ended questions in an interview format. The questions asked in the interview and
on the survey to assess their knowledge are identified in Table 8.
Table 8

Summary of Assessment Tools and Items for Assessment for Assumed Knowledge Influencers
Assumed Knowledge Influence Tool Utilized Item
Stakeholders know the
organizational goal (Declarative)
Interview Question Can you articulate what the goal of
this specific church is?
Stakeholders knows that attendees
from different generational cohorts
prefer different modes of
communication(Declarative)
Interview Question Communication can come through
email, mail, news bulletins, phone
calls, announcements, website, or
social media. What is your preferred
method for receiving communication
on information related to the church?
What differences do you think there
are between generations regarding
communication mediums?
Stakeholder knows that many
churches are experiencing a
declining attendance (Declarative)
Interview Question What do you think is causing the
declining attendance in American
churches?
Stakeholder know that people
attend church to have needs met
(Declarative)
Interview Question What factors drive a person to attend a
church?
In what ways do you feel that the
church could be perceived as
inauthentic?
Stakeholder understands that
people from different generations
may have values that differ from
their own(Conceptual)
Interview Question What differences in values do you find
between members of different
generations?
Stakeholder understands that
younger generations want to be
more involved in decision
making(Conceptual)
Interview Question What does the church do well in
involving younger generations in
decision making?
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 46
Stakeholder understands being
involved in effective community
service benefits the
church(Conceptual)
Interview Question What role does community
involvement or service play in
benefitting the church?
Interview Question When thinking about keeping to
tradition in the church, what practices
need to change for the church to
grow?
Stakeholder understands that
younger generations desire to be a
part of mentoring
relationships(Conceptual)
Interview Question How do you see mentoring members
of younger generations benefit the
mentor? The mentee?
Stakeholder understands that
younger generations do not find
many churches to be authentic
(Conceptual)
Interview Question In what ways do you feel that the
church could be perceived as
inauthentic?
Stakeholders understand that the
current model of the church can be
perceived as inauthentic
(Conceptual)
Survey Item: Likert
style, Strongly Agree,
Agree, Disagree,
Strongly Disagree
The prevailing model of Sunday
church service, worship, communion,
and message, is how churches should
operate
Christians should advocate for rights
of others, including equality, even if
those rights are contradictory to the
espoused beliefs of the Christian faith
In countries where Christians are
persecuted, the global church should
advocate for governmental change to
create equality for those that are
religious minorities
Survey Item Using a scale of 1-10, below, pick a
number on the scale to reflect which
stance you have regarding how church
services should look:
10=Polished and outlined with strong
programming, worship, and messages.
We are, after all, here to serve the lord
and give our best
1=Who cares, we are just getting
together to have community in Christ.
Let’s just break bread and have
fellowship. It’s not about the service at
all
Survey Item: Likert
style, Strongly Agree,
Agree, Disagree,
Strongly Disagree
While nobody is perfect, our lives
should reflect living a righteous life.
When someone looks at a Christian,
they should see someone who is fully
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 47
devoted to the faith and clearly
practices a life that is focused on
traditional Christian values.
Stakeholder knows how to
increase relevance to younger
generations (Procedural)
Interview Question What does the church need to be more
relevant to populations not currently
represented in the church?
Stakeholder reflects on how well
they contribute to the organization
meeting its goals(Metacognitive)
Interview Question In what ways do could you engage in
growing the congregation?

Motivation Assessment
The literature revealed three possible motivational influences, as displayed in Table 6.
These possible motivational influencers were assessed through an attendee survey. An attendee
survey was used to assess what factors motivate individuals, and will allow for a benchmark for
future assessments to discover areas of improvement (Clark & Estes, 2008). The questions asked
in the survey are identified in Table 9.
Table 9

Summary of Assessment Tools and Items for Assessment of Assumed Motivational Influencers
Assumed Motivational Influencer Tool Utilized Item
Church attendees’ Self-Efficacy.
attendees have confidence that they
are capable of increasing the size of
the congregation to include
younger generations to sustain the
health of the organization
Survey Item Using a scale of 1 -10, below, pick
a number on the scale to reflect
how confident you are, as of right
now, in your ability to attract new
visitors to the church?
________________

10 = Highly certain can do
5 = Moderately confident can do
1= Cannot do at all
When thinking about what my role
is in attracting new visitors to the
church, I think:
A. I believe I am instrumental in
bringing in new members
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 48
B. I believe I play a role in
attracting visitors, and but I can do
better
C. I am open to trying, but I don’t
know how much I can do
D. I don’t believe I can be
effective serving in this area
Survey Item: Likert
style, Strongly Agree,
Agree, Disagree,
Strongly Disagree

I am motivated to carry out the
mission and goals of the church
Church Members’ Attribution.
Members believe that the church is
not growing because it is not
relevant to younger generations
Survey Item The data demonstrate that there is
a disproportionately low number
of members in the congregation
under the age of 45. I think we
have these low numbers because:
(Please circle all that apply)
• The church does not
provide enough
programs that are
attractive to younger
generations
• The pastor of the church
does not relate to
younger generations
• There are not enough
other younger individuals
in the congregation for
them to relate to
• The congregation does
not develop relationships
with younger generations
• The church is not
spiritually rewarding
• The church does not get
involved in the
community enough
• Religion is just not as
popular with younger
generations
• The church is not diverse
enough
• Other

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 49
Survey Item: Likert
style, Strongly Agree,
Agree, Disagree,
Strongly Disagree
The church should be focused on
meeting the essentials of those in
need by providing food, shelter
clothing, and financial resources

The church should be focused on
meeting the spiritual needs of
attendees

Church Members’ Expectancy
Value. Members believe they can
complete their stakeholder goal and
are motivated to do so
Survey Item Do you expect the church weekly
attendance to increase or decrease
in the next year?
A. Increase by more than 15%
B. Increase between 1% and 14%
C. Remain relatively stable
D. Decrease between 1% and 14%
E. Decrease by more than 15%

Survey Item: Likert
style, Strongly Agree,
Agree, Disagree,
Strongly Disagree
I am capable of helping the church
meet its goal

Organization/Culture/Context Assessment
The literature revealed nine possible organizational influencers, three cultural models,
and two cultural settings as displayed in Table 7. The nine possible organizational influencers are
identified in questions one through nine. The three possible cultural models are identified in
questions ten through twelve, and the two possible cultural settings are identified in questions
thirteen and fourteen. The questions asked in the survey are identified in Table 10.
Table 10

Summary of Assessment Tools and Items for Assessment for Assumed Organizational Influencers
Assumed Organizational Influencer
Tool Utilized

Item
Organizational Influencers

Organization is committed to
changing some of its long-
standing traditions and
Survey Item: Likert
style, Strongly
Agree, Agree,
The church is making changes
that will lead to increased
attendance and growth.
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 50

practices to meet its mission
(Culture and Change)
Disagree, Strongly
Disagree
The church should be open to
changes that could mean
reducing or removing long
held traditions, so long as it
doesn’t sacrifice the core
beliefs of the church.

It is ok to lose members if they
are not willing to change with
the church.

Organization allocates
resources commensurate with
its mission (Resource
Allocation)
Survey Item: Likert
style, Strongly
Agree, Agree,
Disagree, Strongly
Disagree
The financial and human
resources of the church are
being allocated to programs
that will best support attracting
new attendees.

The financial and human
resources of the church are
being allocated to programs
that will best support attracting
new attendees.

The financial and human
resources of the church are
being allocated to programs
that will best support current
attendees.

The financial and human
resources of the church are
adequately allocated to
programs that are in line with
the church mission.

The church has adequate
financial resources to attract
new members to the church.

Church financial resources are
allocated to the right programs
to grow church attendance

Survey Item Rank the following strategies
regarding what you think is the
optimal allocation of church
finances for stimulating
membership growth, in order
of importance from first to last

o Increasing Church
advertising (print, websites,
social media, etc)

o Increasing the number of
Pastors and staff
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 51

o Improving facilities

o Increasing technological
capabilities

o Engaging in more
community service

o Providing Members with
training resources

Organizational leadership
effectively communicates
with the congregation
(Communication
Effectiveness)
Survey Item: Likert
style, Strongly
Agree, Agree,
Disagree, Strongly
Disagree
The church communicates its
goals clearly with the
congregation

The church communicates its
vision clearly with the
congregation

The church adequately
communicates with the
community to make them
aware of service times and
programs.

The church clearly
communicates opportunities to
volunteer with the
congregation

The church website and social
media are utilized
appropriately to inform
attendees and potential
attendees of events and
information

The church clearly
communicates events within
the church

Survey Item I would prefer to receive
church communication
through the following (circle
all that apply)

o Mail

o Email

o Announcements at church

o Social Media

o Personal interactions

o Church Bulletins

o Church Website

o Phone Calls

Survey Item I would prefer to receive
church communication
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 52
through the following (check
all that apply)

Mail

Email

Announcements at church

Social Media

Personal interactions

Church Bulletins

Church Website

Phone Calls

Leadership reinforces and
rewards the congregation
behaviors that support the
effort to create greater
diversity, and confronts
behaviors that serve as
barriers (Rewards)
Survey Item o Public Recognition, it is
important for people to be
noticed for the time they have
put in

o A thank you letter, not
much, but it goes a long way
to receive a little thank you

o Nothing, it is our duty to
serve others. Our rewards are
not here

o A personal thank you from
those served

o A material item such as a
gift card or certificate.

Survey Item: Likert
style, Strongly
Agree, Agree,
Disagree, Strongly
Disagree
The church is effective at
providing sufficient reward to
individuals who serve in the
congregation

When members do things that
hinder the congregation from
attracting new visitors, they
should receive effective
correction from leadership

Current leadership of the
church (pastors, council,
leadership team) generally
models behavior that
represents how the general
congregation should behave

I am confident that the
leadership of the church is
capable of providing
leadership to the church in
growing the congregation
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 53

The right people are in place
to lead the church

Church leadership is effective
at promoting change that will
lead to accomplishing church
mission and goals

Organization embraces and
promotes diversity(Diversity)
Survey Item: Likert
style, Strongly
Agree, Agree,
Disagree, Strongly
Disagree
The church values bringing
diversity to the congregation

Women are valued in this
church

I believe people from any race
would be comfortable in this
church

I believe people from any
political orientation would be
comfortable in this church

Increasing racial, economic,
and age diversity of members
should be a focus of the
church

I believe people from any
economic background would
be comfortable in this church

I believe people from any
sexual orientation would be
comfortable in this church

Organization implements
community service programs
that support the mission of
the organization and meet the
needs of members of the
community, and provides
sufficient opportunity and
support for
volunteers(Community
Outreach and Volunteering)
Survey Item: Likert
style, Strongly
Agree, Agree,
Disagree, Strongly
Disagree
The church provides adequate
opportunity for me to
volunteer.

I find opportunities to
volunteer in programs I see
value in.

The church has adequate
programs that serve the
community.

Survey Item Which of the following
community outreach focuses
should the church be involved
in (Circle all that apply)

Community services focused
on growing the church

Community services focused
solely on benefitting the
community, regardless of
benefit to church
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 54

Community services in
conjunction with organizations
that do not share the same
faith

Helping promote local and
state government policies that
support the church

Social justice activities
internationally

Social justice activities locally

Organization encourages a
culture that is authentic and
welcoming (Culture)
Survey Item: Likert
style, Strongly
Agree, Agree,
Disagree, Strongly
Disagree
I believe the church is
welcoming to people from all
walks of life.

Member Survey The congregation feels
authentic to me.

The church has an atmosphere
that is not judgemental

Pastoral leadership of the
church exhibits qualities that
support the organizational
mission (Pastoral
Leadership)
Survey Item: Likert
style, Strongly
Agree, Agree,
Disagree, Strongly
Disagree
The church pastor should
move members to action more
than making them feel good

Member Survey The church pastor should say
the right thing, even if it will
offend some people.

The role of the church pastor
is to make everyone feel
welcome.

Church Pastors should focus
mostly on scripture when
preaching

Church Pastors should focus
mostly on relating scripture to
my life

Organization has vision that
supports the mission of the
church (Vision)
Survey Item: Likert
style, Strongly
Agree, Agree,
Disagree, Strongly
Disagree
The vision for the church
clearly supports the mission of
the church

Cultural Models

There is a need to increase
diversity
Survey Item: Likert
style, Strongly
Agree, Agree,
Disagree, Strongly
The church values bringing
diversity to the congregation

Women are valued in this
church
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 55

Disagree I believe people from any race
would be comfortable in this
church

I believe people from any
political orientation would be
comfortable in this church

Increasing racial, economic,
and age diversity of members
should be a focus of the
church

I believe people from any
economic background would
be comfortable in this church

I believe people from any
sexual orientation would be
comfortable in this church

Cultural model that
Christians have varying
degrees of beliefs, behaviors,
interpretations, and values
Interview Question What differences in values do
you find between members of
different generations?

Survey Item Which of the following best
represents your view on the
historical accuracy of the bible

o The bible might as well be a
history book. It is completely
accurate. The earth was
created in seven days, Noah
built an ark for a global flood,
everything

o Most of the history in the
bible is true, but I wouldn’t go
so far as to say all the events
accurate portrayals of
historical events

o Much of the historical
events in the bible are for
illustrative purposes, and
many historical events
discussed in the bible should
not be taken literally

o I wont be shocked if one
day we find out the earth is
thousands of years old or
billions of years old, I don’t
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 56
think we will ever really know

Survey Item Of the following issues, which
of the following best
represents your view on
interpretation of what the bible
has to say about “hot” issues
such as homosexuality or
gender roles

o There is a clear, black and
white answer to almost any
controversial issue

o The bible is relatively clear,
but I think there is some room
for interpretation

o There is a large amount of
room for interpretation on
these topics

Which of the following are
requirements for salvation
(check all that apply)

o Believing in the saving
grace of Christ

o Taking the bible literally

o Being a regular attendee of a
faith body

o Turning from sin

Survey Item: Likert
style, Strongly
Agree, Agree,
Disagree, Strongly
Disagree
An individual actively
engaging in homosexual
activities precludes one from
salvation

Christians should take the
bible completely literally

An individual holding a
grudge against an abusive
father precludes one from
salvation

Christians being united means
uniform thought on biblical
interpretation
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 57

The church needs to change Survey Item: Likert
style, Strongly
Agree, Agree,
Disagree, Strongly
Disagree
The church should be open to
changes that could mean
reducing or removing long
held traditions, so long as it
doesn’t sacrifice the core
beliefs of the church.
Cultural Settings

There is no specific way that
churches need to operate to
be successful
Survey Item: Likert
style, Strongly
Agree, Agree,
Disagree, Strongly
Disagree
The church should be open to
changes that could mean
reducing or removing long
held traditions, so long as it
doesn’t sacrifice the core
beliefs of the church.

Survey Item Using a scale of 1-10, below,
pick a number on the scale to
reflect which stance you have
regarding how church services
should look:

10=Polished and outlined with
strong programming, worship,
and messages. We are, after
all, here to serve the lord and
give our best

1=Who cares, we are just
getting together to have
community in Christ. Let’s
just break bread and have
fellowship. It’s not about the
service at all

Survey Item: Likert
style, Strongly
Agree, Agree,
Disagree, Strongly
Disagree
Church financial resources are
allocated to the right programs
to grow church attendance

The church has adequate
programs that serve the
community.

Community service happens
in the community
Survey Item Which of the following
community outreach focuses
should the church be involved
in (Circle all that apply)

Community services focused
on growing the church

Community services focused
solely on benefitting the
community, regardless of
benefit to church
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 58

Community services in
conjunction with organizations
that do not share the same
faith

Helping promote local and
state government policies that
support the church

Social justice activities
internationally

Social justice activities locally

Participating Stakeholders and Sample Selection
Participating stakeholders for this research were defined as members and regular
attendees of Upper Valley Christian Church. Stakeholders were surveyed first, followed by
individual interviews. The data collected led the researcher to conduct a second survey.
Survey Sampling Criterion and Rationale
Criterion 1. Regular attending members or non-members of Upper Valley Christian
Church over the age of 18. Regular attending members or non-members were described as
individuals who attend the church on a regular schedule, at least one time per month. The church
has a total active membership population of 125 with all of them residing in the local
community, making the opportunity to offer the survey to all the regular attendees possible.
Survey Sampling (Recruitment) Strategy and Rationale
The researcher offered the survey to everyone that fit the criteria of being a member or
regular attendee of Upper Valley Christian Church. As stated in the conceptual framework, it
was important to assess the current knowledge and motivational influences of the members and
attendees in the organization to validate assumed possible influencers. Two surveys were
conducted: an initial survey that explored assumed influencers relating to the conceptual
framework, and a second survey, which was developed in response to data collected in the initial
survey and interviews, that measured cultural models and cultural settings. Each stakeholder was
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 59
invited to participate in the survey through announcements at church, in the church bulletin, and
in emails to stakeholder groups.
The assumed influencers and questions asked are identified in aggregate in tables 8, 9,
and 10. Sixty-two participants responded to the first survey, representing roughly 50% of the
regular attending members and attendees. Survey two had 53 respondents, which represented
roughly 40% of the regular attending members and attendees. Descriptions of demographics of
respondents can be found in tables 11a and 11b.
Interview Sampling Criterion and Rationale
To be included in either survey, participants needed to meet the following criteria;
Criterion 1. Regular attending members and non-members of Upper Valley Christian
Church over the age of 18. Regular attending members and non-members were described as
individuals who attended the church on a regular schedule, at least one time per month. The
church has a total active membership population of 125 with all of them residing in the local
community, which made the opportunity to offer the opportunity to participate to all the regular
attendees possible.
Interview Recruitment Strategy and Rationale
Creswell (2015) refers to an explanatory sequential design which utilizes quantitative
surveys first, followed by individual interviews to derive meaning from the surveys. For that
reason, the first survey was conducted and analyzed prior to the researcher initiating the
interviews. As explained below, the second survey was created (and approved by the IRB) and
fielded after the interviews were completed. The target sample size for the interviews was
twenty to thirty stakeholders within the organization, which was presumed to be a sufficient
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 60
number for the purposes of the study. A total of twenty interviews were conducted, meeting the
target sample size for the study. The descriptions of interviewees are provided in Table 12.
Data Collection and Instrumentation
The data for this research project were collected through a mixed methods approach. The
approach used was what Creswell (2015) defines as an exploratory mixed methods approach,
where both quantitative and qualitative data collection are used to gain clarity on the research
questions. The interviews, which were the qualitative collection method, were used to interpret
and develop understanding related to certain phenomena and was inductive, while the surveys,
the quantitative method, were used to measure generalizable motivational and organizational
influencers within the population, and were deductive (Merriam & Tisdell, 2016). These data
collection methods are outlined below.
Surveys
There were two surveys that were utilized to conduct the quantitative portion of the
mixed methods data collection. Surveys were administered two different ways to ensure
participants could complete them. The options for completing the survey were online through
qualitrics.com and through a paper format. The reason for the two different collection methods
was to ensure that individuals have access to take surveys. The organization studied has
attendees that range from 18 to 97 years old, and not all the targeted group can use a computer to
take the online survey. Fink (2013) posits that there are risks in only offering an online survey
because of technological differences among the respondents, which could negatively impact
validity of the survey. All but three of the surveys were completed online. The researcher
personally input the paper surveys to the qualtrics.com software, double checking each answer to
confirm reliability.
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 61
Attendees were notified of the survey at several church services, through several inserts
in the church bulletin, and through the email newsletter. The text for the invitation appears in
Appendix A. The online survey was emailed to each attendee, and pamphlets were available in
the lobby with paper surveys that could be dropped off or mailed back in to the church. After
completion of the interview portion of the data collection, the researcher found that several
influencers that the literature revealed were not assessed the first time, and it was believed that
they were important to assess in the project. As such, the researcher created a second survey that
was administered in the same fashion.
The survey was designed to create clarity on what influencers are hindering the
organization from meeting its goal. The survey utilized a combination of multiple choice,
priority ranking, and Likert style questions. The multiple-choice questions were demographic
questions such as sex, age, giving preferences, and length of membership, that were used to
cluster data in the interpretation portion of the project, as well as questions outlining preferences
or beliefs about the organization. Priority ranking questions were designed to provide clarity on
what influencers were perceived as most important to the stakeholder. Likert style questions
were used to draw out generalizable information. Quantitative data were used to create
generalizations and statistics about a population (Merriam & Tisdell, 2016). The first survey
included 64 questions, while the second survey contained 12 questions. A list of survey questions
is contained in Tables 5 and 6. The actual surveys used for data collection can be found in
Appendices C and D.
Interviews
Interviewees were selected from volunteers within the congregation. Interviews were
semi structured; Merriam & Tisdell (2016) describe semi structured interviews as those that
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 62
follow a general structure, but are flexible in nature. Semi structured interviews were the most
appropriate for this research project because it is explanatory, seeking to gain clarity on
information gathered through surveys. The researcher made announcements at the church
service, posted a message in the weekly church bulletin, and sent out emails through the church
office inviting volunteers to participate in a one on one interview. Once volunteers were
assembled, the researcher contacted each volunteer and scheduled a time to conduct the
interview, or gave the volunteer the option to schedule through an online scheduling platform,
youcanbook.me.
These interviews were conducted by the researcher in a private area, either in a home or
at a private office. The interview questions utilized are outlined in Table 4. The interview
protocol can be found in Appendix E. Maxwell (2013) posits that qualitative research will draw
out clues as to how participants understand the events and situations surrounding the
organization. As such, questions for the interview portion of the project focused on what
knowledge members have relating to the assumed possible influencers, why they attend the
organization, and how the organization might be able to improve to meet its goal. Twenty-three
interviews were conducted spanning each of the four generational cohort groups identified in
chapter two. The data collected were aggregated and used as a basis for analyzing knowledge
and led to creating a second survey.
Data Analysis
The quantitative portion of the data analysis was aggregated and responses to each
question of the survey were tallied. Data were analyzed to determine response bias, developed
when the data is collected (Creswell, 2009). Each survey was assigned an individual
identification number. Paper surveys were collected and added to the Qualtrics survey by the
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 63
researcher. The responses were added to a response database, which was scrubbed using the data
cleaning approaches presented by Rahm and Hong (2000), although the quantitative data did not
have many errors. Responses were tabulated and organized into a percentage of response to the
level of agreement or disagreement of each question. The data collected were at an ordinal level
of measurement, so descriptive statistics were not used; data are reported in graph and table form
and analyzed in connection to the research questions of the study, and presented in Chapter Four.
Qualitative data analysis began directly after conducting an interview; analytic memos
were written by the researcher. An analytic memo helps capture and stimulate specific thoughts
post interview (Maxwell, 2013). Interviews were transcribed through a third party transcription
service, Rev.com, returned to the researcher, and offered to be returned to the interviewee for
review. Recordings were destroyed, and information linking the interviewee to the data were
stored on an encrypted file. The qualitative portion of the data analysis followed a process of
coding data, which is a method that allows the researcher to classify the data so they can easily
be accessed (Merriam and Tisdell, 2016). The coding process searched to identify both a priori
themes that were derived from the literature review, and emergent themes that were
unanticipated. The coding process used for this analysis involved open coding, axial coding, and
identifying patterns and themes. Coding was the process of reviewing the data and taking notes
on observations that the data were revealing, axial coding was the process of grouping together
open codes that had similar meanings, and identifying patterns and themes is the process of
grouping together axial code groups into themes (Merriam & Tisdell, 2016). Finally, the themes
were used to develop assertions and findings that relate to the data analyzed. Merriam and
Tisdell (2016) discuss the importance of reflecting on the research questions and purpose of the
study when beginning the coding process. The codes were measured in relationship to the
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 64
research questions and conceptual framework identified earlier. Results of the interview process
are presented in Chapter Four.
Credibility and Trustworthiness

The purpose of qualitative research was draw out understanding of meaning for the
subjects studied (Merriam & Tisdell, 2016). As an exploratory mixed methods research design,
the project gathered generalizable data through a quantitative survey, and were followed with a
qualitative interview process (Merrian & Tisdell, 2016). At times, qualitative data may expose
information relevant to the larger population that may need to be assessed, leading to
development of survey questions (Creswell, 2009). Utilizing a second survey helped to develop
more rich, credible data. Because the qualitative research was the foundation for the second
survey portion, it was vital to keep credibility and trustworthiness at the highest level. These
were achieved by ensuring confidentiality to the participants. Trustworthiness of the data was
also accomplished through member checks. Member checks confirmed responses by soliciting
feedback from the interviewees to confirm their position (Maxwell, 2013). Member checks were
a direct way to ensure that what the researcher’s understanding was consistent with what the
subject was trying to say (Merriam & Tisdell, 2016). The interviews conducted were utilized to
create triangulation, which utilized multiple varied sources to reach conclusions relating to the
research questions (Maxwell, 2013).
Validity and Reliability
The survey design and execution for the quantitative portion of the study was designed to
keep validity and reliability high. Validity is a term used to determine how well the data
collection instrument measures what it was supposed to measure (Robinson Kurpius & Stafford,
2006), and how generalizable that information was (Merriam & Tisdell, 2016). Sample size was
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 65
a key foundation of validity (Fink, 2013). Reliability refers to how trustworthy the data collected
was, or how repeatable it may be (Robinson Kurpius & Stafford, 2006; Merriam & Tisdell,
2016). The survey was offered to all members of the organization because the population is
relatively small and easy to access, which placed the focus on response rate. Response rate was
increased through strategies outlined by Fink (2013), including providing multiple options for
completing the survey, sending reminders, keeping information anonymous, and outlining how
the data were used. Larger groups with high response rates will reduce sampling errors (Fink,
2013), which was attainable through this survey method. Working to increase response rate,
understanding anonymity and confidentiality and decreasing skepticism about the project were
essential in increasing reliability and validity. There were 62 of the first surveys completed, a
response rate of roughly 50% of regular attending members and non-members, and 53 of the
second surveys completed, a response rate of roughly 40%.
Ethics
This qualitative and quantitative mixed methods study was designed to answer the
research questions outlined. During a qualitative interview, the ethics of the researcher guided
the validity of a study; it was important for the researcher to follow the proper channels to ensure
a valid and ethical study (Merriam & Tisdell, 2009). For the qualitative data collection portion of
the study, information sheets were used and given to all persons that were asked to take part in
the study to gain permission from these individuals. The information sheet can be found in the
Appendix B. Individuals were notified that the study is voluntary and that their responses will be
kept confidential, which becomes vital to the validity of the study (Merriam & Tisdell, 2009).
The study, which included the initial qualitative and quantitative data collection proposal and the
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 66
second quantitative survey was submitted to the Institutional Review Board of the University of
Southern California to ensure that the study follows their code of ethics.
Role of Investigator
Because the investigator is a member of the organization being researched, information
collected in the quantitative portion of the study had to be kept completely anonymous. Members
of the organization were not offered any compensation, but they were informed that the intent of
the inquiry is to better understand what is preventing the organization from meeting its goal. This
was presented in such a way not to coerce or guilt individuals into feeling that they are required
to participate in the inquiry. The investigator will work with church leadership to communicate
the findings of the research in an anonymous, aggregated fashion that will benefit the future of
the organization meeting its individual and global goals. Participants received a thank you card
and will receive a report on the results of the study and recommendation upon completion of the
researcher’s academic program.
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 67
CHAPTER FOUR: RESULTS AND FINDINGS
The purpose of this project was to identify what assets were needed and barriers that
existed that were hindering Upper Valley Christian Church from meeting its organizational goal
of increasing weekly attendance to 300 attendees, and to offer solutions for developing assets
and removing barriers. As such, the research questions that guided this project were:
1. What are the knowledge, skills, motivation, and organizational barriers and assets needed
to help members and regular attendees of Upper Valley Christian Church meet their goal?
2. What are the recommended knowledge, skills, motivation, and organizational solutions
that will help the members and regular attendees meet their goal?
Chapter Two identified several influencers that were presumed to affect Upper Valley
Christian Church, and multiple instruments for inquiry were utilized to assess the validity of
those influencers. Both qualitative and quantitative data collection methods were designed to
validate which of these influencers identified by the literature review influence the organization
meeting its goals. For the qualitative portion of the data collection, interviews were conducted,
while two sets of surveys were used for the quantitative portion. Chapter Four outlines the
findings, results, and synthesis of the data collection portion of the study. The format of Chapter
Four identifies results or findings and a synthesis related to the assumed influencer.
Participating Stakeholders
The stakeholders that were recruited to participate in the data collection were
characterized as regular attendees of Upper Valley Christian Church. At the time of data
collection, the church averaged 140 weekly attendees weekly, and had 122 church members.
Response rates of each data collection method relative to total population are described in table
11a, while proportional data of respondents by demographic within the group of respondents are
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 68
described in tables 11b, 11c, and 11d. Because specific total population demographics of the
total population could not be obtained, only response rates relative to regular attendees and
membership were used in table 11a.
Table 11a

Response rates for qualitative and quantitative data collection
Stakeholder Group Sample
Population
Total
Population
Response Rate
Quantitative sample survey one response rate

Members 44 122 36%

Total Responses against average
attendance
62 140 44%

Quantitative sample survey two response rate

Members 36 122 30%

Total Responses against average
attendance
53 140 38%

Qualitative sample interview response rate

Members 17 122 14%

Total Responses against average
attendance
20 140 14%

Table 11b

Quantitative sample survey one description of respondents
Demographic Percentage of Respondents
Number of Respondents
n=62
Members 71% 44
Non-Members 29% 18

Male 35% 22
Female 65% 40

Traditionalists 10% 6
Baby Boomers 47% 29
Generation X 16% 10
Millennial 27% 17
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 69

Table 11c

Quantitative sample survey description of respondents
Demographic Percentage of Respondents
Number of Respondents
n=53
Members 68% 36
Non-Members 32% 17

Male 32% 17
Female 68% 36

Traditionalists 13% 7
Baby Boomers 40% 21
Generation X 13% 7
Millennial 32% 17
No Response 2% 1

Table 11d

Qualitative sample interview description of respondents
Demographic Percentage of Respondents
Number of Respondents
n=20
Members
85% 17
Non-Members
15% 3

Male
45% 9
Female
55% 11

Traditionalists
20% 4
Baby Boomers
35% 7
Generation X
20% 4
Millennial
25% 5

The results of the surveys are presented as figures in this chapter. Tables of survey responses can
be found in Appendices F and G. Those who participated in interviews for the qualitative portion
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 70
of the data collection are presented in Table 12. Interviewees were selected from a group of
volunteers to obtain varied demographic backgrounds.
Table 12

Attendee sample for qualitative inquiry description
Attendee
(Pseudonym)
Generational Cohort Gender Membership Status
Mr. Leinart Baby Boomer Male Non-Member
Mr. Dubuois Baby Boomer Male Member
Mrs. Track Traditionalist Female Member
Mrs. Olsen Baby Boomer Male Non-Member
Mr. Helton Baby Boomer Female Non-Member
Ms. Childers Millennial Female Member
Ms. Sampson Millennial Female Member
Mrs. Darnold Traditionalist Female Member
Mr. Bush Traditionalist Male Member
Mrs. Leslie Generation X Female Member
Mr. Palmer Generation X Male Member
Mr. Mountain Baby Boomer Male Member
Mr. Johnson Baby Boomer Male Member
Ms. Seau Millennial Female Member
Mrs. Falk Millennial Female Member
Mr. Gray Baby Boomer Male Member
Mrs. Graham Traditionalist Female Member
Mrs. Galen Baby Boomer Female Member
Mrs. Molina Generation X Male Member
Mr. Charles Generation X Female Member

Results, Findings, and Synthesis
The results and findings of the data collection, and synthesis, are presented in this section
relating to the assumed influencers identified for the data collection. The qualitative data
collected through interviews assessed assumed knowledge and organizational influencers. This
section presents each assumed influencer findings and/or results, followed by a synthesis, and
progresses to the next assumed influencer throughout the section. Two surveys were used to
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 71
assess motivational and organizational influencers, utilizing a combination of different
questioning styles. Though the quantitative inquiry was originally designed utilizing a single
survey, results from the initial survey, coupled with results from the qualitative interviews led the
researcher to request the use of a second survey. The initial survey led an inquiry in assumed
motivational influencers and organizational influencers. The second survey led an inquiry in
additional organizational influencers, particularly regarding cultural models and cultural settings.
These results and findings are connected to research question 1, “what are the assets and barriers
relating to knowledge, motivation and organization that need to be addressed such that the
organization can meet its goal.”
Results and findings presented in this chapter identified barriers that exist or assets that
are needed as validated influencers to the church meeting its organizational goals, as well as
those that were not validated. Validated results refer to those influencers that have shown,
through the data analysis, that assets are needed or barriers exist in this organization. Validated
results are categorized as validated or not validated by the researcher relative to the related
literature that guided the data collection. If results from surveys showed little differentiation
between generational cohorts, and over 60% of the respondents’ answers were in line with the
related literature, the response was not considered validated. If interview responses indicated that
the large majority could not articulate that they possessed the knowledge required to answer the
question, the result was considered validated. In this section of the chapter, results and findings
relating to each influencer will be presented with a description of results of each assessed
influencer, and whether it was found to be valid in the context studied. A complete table of
influencers and whether or not they were validated can be found at the end of the results and
findings section in Table 16.
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 72
Knowledge Results
The interview portion of the data collection asked a total of sixteen questions relating to
the assumed knowledge influencers. Of those sixteen questions, two declarative knowledge
influencers, three conceptual knowledge influencers, and one procedural knowledge influencer
are reported in this section. Interviewees are quoted and referred to by the pseudonym referred to
in Table 12. When relevant, the generational cohort of the respondent is identified to remind the
reader.
Declarative knowledge. Findings related to declarative knowledge collected through
interview questions included exploring whether attendees knew the specific goal of the church,
and whether they knew that people attend church to have different needs met. The data produced
appreciable results.
Declarative knowledge influence 1. Stakeholders know the church goal. Nearly all
respondents could not articulate the specific goal of the church. The stated goal of the church is,
to reach an average weekly attendance of 300 by December of 2018. 19 of the respondents
mentioned some semblance of the mission statement of the church, while one, Mr. Helton, stated
“I don’t think we actually have a goal. We have a mission statement, but I don’t think there is a
goal that has been communicated.” Several respondents articulated their opinion of what the goal
of any church should look like. For example, Ms Sampson said,
I think the overall goal of the church is to show Christ's love to other people. Yeah, and I
think that's done in a variety of different ways, and through a variety of different
programs. They aren't perfect, but I think that they're trying, and I think that's the main
goal of the church. This church.
Similarly, Mrs. Leslie stated,
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 73
Not using the formal lingo that the church uses as its statements and stuff, I would say the
working out of what they might say it is, is that we are seeking to just encourage those
who have already committed to Christ, we are encouraging helping them grow in their
faith, and supporting them in their faith. I would say that's probably what this church is
good at doing.
Responses regarding the goal of the organization were like those of Ms. Sampson and Mrs.
Leslie, without regard to generational cohort. From these data, we can conclude that knowing the
goal of the church is a need that was validated.
Declarative knowledge influence 2. Stakeholders know that members from different
generational cohorts prefer different models of communication. Every interviewee could
clearly articulate that there are different modes of communication that individuals from varying
generational cohorts prefer. From these data, we can conclude that attendees do know that
members from different generational cohorts prefer different models of communication, and is
not a need that was validated
Declarative knowledge influence 3. Stakeholders know that many churches are
experiencing a declining attendance. Every interviewee could articulate that many churches are
experiencing declining attendance. As such, we can conclude that this influencer is a need that
was not validated.
Declarative knowledge influence 4. Stakeholders know that people attend church to
have needs met. Respondents identified various needs that they identified that drive people to
attend church, but there were few that identified the variety of reasons people attend that were
discussed in the literature review. These needs that were identified in the literature review
included physical needs, personal needs, and spiritual needs. Many discussed the needs for
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 74
friendship and community, a sense of belonging, spiritual support, and worshiping with other
Christians. Nearly all the interviewees mentioned community and to meet their own personal
needs, such as friendship and community, as drivers behind what needs must be met, and over
half of the interviewees mentioned finding purpose as being an influencer of church attendance.
Three of the respondents, all traditionalists, mentioned that being raised in the church influences
church attendance. One respondent, Mr. Leinart, discussed the importance of the church meeting
a physical need, such as food or money as being a need that the church can meet. Interestingly,
two influencers, learning and worshipping with others, came up with Traditionalists and Baby
Boomers. For example, Mr. Mountain said, “they're looking for a community to worship with,
fellowship with, to grow in their faith.” Mrs. Track said, “I know the Lord and so I want to be
with His people that believe in the Lord and I like to be with them.” There were also examples
that existed within the Millennial interviewees, such as being engaged and serving the
community.
While interviewees could articulate some of the reasons that people attend church, very
few were able to articulate all of the varying needs that people seek to be met when attending a
church. Only partially articulating the broad needs that individuals seek to have met identifies
that there is a gap in knowledge; stakeholders do not know all of the needs that need to be met.
From these data, we can conclude that knowing that people attend church to have needs met is a
need that was partially validated.
Synthesis of Declarative Knowledge Results and Findings. Interviewees, for the most
part, did not display declarative knowledge of the organizational goal. In addition to not knowing
the organizational goal, several respondents stated that they did not feel it is appropriate for the
church to have a membership goal at all. Respondents also showed differing levels of knowledge
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 75
as to why people attend church in the first place, which indicate that there is a partially validated
gap in knowledge. Not knowing the organizational goal or why people choose to attend church
are potential barriers to increasing church attendance.
Conceptual knowledge. Findings related to conceptual knowledge collected through
interview questions included the degree to which attendees know the impact community service
has on benefiting the church; the degree to which they understand that the traditional church
model and traditions may need to change to meet the organizational goal; and whether they
understand that people from younger generations may perceive the church to be inauthentic
produced appreciable results.
Conceptual knowledge influencer 1. Stakeholders understand that people from
younger generations may have values that differ from their own. A common theme regarding
differences in values between generational cohorts was members from younger generations are
more aware of differences that were identified by the literature review. Members of the older
generation valued traditional family, hard work, and financial security, while younger
generations value people and are less focused on following rules. As examples, Mrs. Galen, a
Baby Boomer, Mrs. Darnold, and Mrs. Track, both Traditionalists, pointed to the lack of focus
on having a stay at home mom raise children, Mr. Helton, a Baby Boomer, pointed to financial
management differences, while Mr. Bush, a Traditionalist pointed to relying on the Bible as the
guiding principle for older generations, but not younger generations. Ms. Childers, a millennial,
stated,
The publicly espoused values tend to be ... It seems like anything that will go along with
the republican party is somehow tied to their understanding of Christianity. They'll fight
hard against abortion, for instance, but then there doesn't seem to be anything else in
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 76
terms of how they're talking about how were they going to meet the needs of women's
healthcare so that we don't have to have an abortion, so that abortions aren't an issue. It's
more like the value seemed to be like "Well, we're against this and we're against this and
we're going to fight for those things," rather than looking at the whole picture of like
"Well, how could we actually meet people's needs or advocate for people". It's more of
like we're going to meet the need that we see rather than getting back to why the need
exist in the first place. I think that they're just strong values again, like I said, on
conversion. Really just desire and that people are converted in their faith.
Mr. Palmer, from Generation X, also pointed to the value structures of different generations,
saying,
A nice Sunday sermon with some music and some prayer, and a potluck afterward and
lots of coffee and lots of social time. I think the next generations down, like our
generation, we value more kid friendly stuff or family oriented stuff, and I think the next
generation down, which are more the Millennial group, value more of the tougher issues
in life, such as racism, stuff like that
Interestingly, there was very little focus on the values that the generation the interviewee was
part of compared to the presumed values of other generations. Interviewees from younger
generations responded with statements that were in line with related literature, showing that they
are more aware of generational differences than older generations in the church. From these data,
we can conclude that knowing the differences in values between generational cohorts is a
validated gap in knowledge.
Conceptual knowledge influencer 2. Stakeholders understand that younger generations
want to be more involved in decision making. Results from interview questions relating to
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 77
involving younger generations showed that stakeholders are very aware of the need to involve
and learn from younger generations. Nearly all of the interviewees from the Traditionalist and
Baby Boomer generational cohorts discussed the need to incorporate younger generations, and to
place them in to leadership positions. For example, Mrs. Galen, a Baby Boomer said, “there are
people that are older who are trying to engage and listen to younger views...but that’s not
everybody…so we need to listen and engage, learn what, how, and get them in leadership
positions,” and went on to say “for example, you need to be in leadership next year!” From these
data we can conclude that stakeholders do understand that younger generations want to be more
involved in decision making, and this is not a validated influencer.
Conceptual knowledge influencer 3. Stakeholders understand that being involved in
community service benefits the church. A common finding regarding community service was a
general lack of direction and agreement of what the focus and mechanics of community service
are, although there were many similarities in the answers interviewees gave. For example, most
of the respondents, except for Mr. Leinart, a Baby Boomer, mentioned the need for church
attendees to participate in community service because it is faith in action, bringing awareness to
what the church focuses on, or as Mr. Graham, also a Baby Boomer put it, “be the hands and feet
of Christ.” In terms of what effective community service looks like, answers were more varied.
Many respondents, including Mrs. Track and Mrs. Darnold, both Traditionalists, said they do not
know. Others stated that they don’t know what effective service looks like until they ask the
people they are trying to serve what they need specifically. For example, Ms. Seau, a Millennial,
discussed asking those being served what they need. She said,
I think if there's not a need being met, then you can start, but that means going out and
finding out what those needs are and not just deciding that I'm going to do this. So being
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 78
investigators first, and then doing those every day needs and serving the community, but
everyone is lifted up within the town, not just within the community of the church.
This idea that effective community service needs to be discovered by asking what people need
before it can in fact be effective was echoed in some form or another by Baby Boomers Mr.
Dubois, Mrs. Olsen, Mr. Helton, and Mr. Johnson, Generation X, Mr. Charles and Mr. Palmer,
and Millennial Mrs. Falk.
Respondents had varied ideas about generational differences in attitudes toward
community service. Several respondents, including Mr. Leinart, Mr. Dubois, Mrs. Darnold, Mr.
Bush, Mr. Mountain, and Mrs. Galen, all Baby Boomers or Traditionalists, discussed the idea
that many from older generations may not be willing or able to participate in some forms of
helping the community. For example, Mr. Mountain stated,
Only from the standpoint of how you might be involved. I think as you get older, there
are some things, some opportunities that may not be, may not be accessible. If you're
talking about certain kinds of work parties, or whatever, that could be a real challenge for
some of the older people.
Mr. Dubois also mentioned that “older generations have done their service, this is something the
younger generations can do,” as an explanation for not engaging in community service. Mr.
Helton stated, “we are too comfortable, too fat, and too happy,” illustrating that there is not a
drive for some to be involved in community service.
Ultimately, the findings relating to community service showed varied understandings of
what effective community service looks like, who should do it, and what benefit it brings to the
church. The younger generations seemed to cluster around doing it for the sole benefit of the
community, while older generations seemed to huddle around the notion that it should benefit the
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 79
church by bringing people in for programming. These findings were consistent with research
identified in the literature review of Bragg (2013), Massey (2013), Brown (2016), Harrington
(2016), and McTyre (2015), which claimed that older generations may be more focused on
benefitting the church and a focus being internal, while younger generations tend to focus on
social justice and solely benefiting others. Based on these data, we can conclude that knowing
that community service benefits the church is a validated gap in knowledge.
Conceptual knowledge influencer 4. Stakeholders understand that the current church
model can be perceived as inauthentic. The level of understanding that the church will need to
change some of its traditions and church format/model greatly varied among interviewees. Many
stated that there were changes needed but didn’t know what, others didn’t feel the need for
anything to change, while others yet expressed the need for dramatic changes. Many of the
interviewees, particularly from older generations, were not aware of any traditions that needed to
change, or suggested changes in format. For example, Mr. Bush, Mrs. Track, and Mrs. Darnold,
all Traditionalists, said they were not aware of anything that should change that would lead to
church growth. Mr. Mountain and Mrs. Johnson, both Baby Boomers, suggested that service
times, or music might need to be changed, although Mrs. Johnson did say “maybe the whole
model shouldn’t look the way it is, maybe we should explore what Christians looked like before
there was a church.” Within younger generations, several commented on the need for deep levels
of change. For example, Mr. Palmer, from Generation X, said “I think the traditional form of
church, as we call it, is driving away younger people,” going on to say, “I can’t really think of
one specific tradition that needs to change.” Ms. Sampson, a Millennial, suggested the church
needed to explore “hosting church in a building at all,” while Ms. Childers, also a Millennial
stated that “pretty much everything.” These findings were consistent with the literature relating
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 80
to the attitudes of younger generations from Barna Group (2017) that programming is not a focus
of younger generations, but rather wanting a new style and format of church that is not focused
on traditions, instead focusing on being relational and authentic (Bowdle, 2016). The findings
also reflect that older generations focus on the church and internal improvement (Bragg, 2013).
From these data, we can conclude that understanding that the current church can be perceived as
inauthentic is a validated gap in knowledge.
Conceptual knowledge influencer 5. Stakeholders understand that younger generations
desire to be a part of mentoring relationships. Every interviewee could articulate the need for
mentoring relationships, and the benefits of those relationships to mentors and mentees. For
example, Mrs. Galen, a Baby Boomer, discussed the learning a mentor receives, and the wisdom
the mentee can gain. Mr. Palmer, from Generation X, regarding benefits to the mentee, said
“when an older person mentors a young one, (they feel) a sense of belonging,” while the mentor
“you learn that even though you were there at one time in your life, it’s not the same as when
you were there.” Others, such as Mrs. Olsen and Mr. Helton, mentioned that mentoring
relationships build understanding for both sides, giving each more confidence. These answers are
consistent with the literature review, that identified the value to younger generations of being
mentored. From these data, we can conclude that stakeholders do understand that younger
generations desire to be a part of mentoring relationships, and this is not a validated knowledge
gap.
Conceptual knowledge influencer 6. Stakeholders understand that younger generations
do not find many churches to be authentic. A common theme that emerged from interviewees
relating to authenticity was that churches are perceived as hypocritical, although there were clear
differences in what hypocrisy means. Many mentioned hypocrisy as the leading reason that
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 81
churches are inauthentic, pointing to the fact that personal behaviors of Christians do not seem to
be consistent with Christian values. For example, Mrs. Johnson, a Baby Boomer, said “They say
they're friendly and they're not, they don't include people, don't care if they're not there, never
follow up with someone who quits coming…” Ms. Seau, a Millennial, also discussed personal
actions and hypocrisy, stating “…and being friendly and caring and happy and excited to see
each other on Sunday, but then what happens the other six days of the week? You don't see
anyone, they don't check in on you, I don't check in on them, the feeling of, ‘Well, do we really
care about each other?’”
Diversity came up in over half of the interviews, mostly regarding hypocrisy, but from
different stances. For example, Mrs. Johnson, a Baby Boomer, said Christians may be viewed as
thinking “if you don’t look right, you shouldn’t be here.” Mrs. Darnold, a Traditionalist, talked
about race, stating “By nature, our church is not an inner-city church. We don’t have diversity in
races. I think maybe sometimes … We’re pretty sheltered about what’s going on in the real
world.” Conversely, Mr. Palmer, Generation X, Mr. Gray, Baby Boomer, Ms. Childers, and Ms.
Sampson, both Millennials, all pointed to racial diversity, or the lack thereof, as a symptom of
inauthenticity. Ms. Childers stated, “If someone was to come into our church who was Latino, I
don't think our people in our congregation would know what to do with them.” Mr. Palmer said
“I think preaching the gospel, you talk a lot about equality in people. And if you were to look
around in our congregation, there's not much diversity, so you don't see a lot of equality. I think
that shows a little bit of inauthenticity, and you don't see a lot of effort to change that.” Clearly,
there are varied understandings of authenticity within the church. The findings are supported by
Barna Group (2017), Gardiners, Grace and King (2013), and others referenced in the literature
review that show the varying degrees of interpretation on authenticity and the church.
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 82
Responses regarding the openness of the church also had mixed responses. 69% of
respondents either agreed or strongly agreed with the statement “I believe the church is
welcoming to all walks of life,” and 63% either agreed or strongly agreed with the statement “I
believe the church has an atmosphere that is not judgmental.” When broken out by generation,
however, trends for level of disagreement increased as in younger respondents. These results are
outlined in figures 2a and 2b. From these data, we can conclude that knowing that younger
generational cohorts do not find many churches to be authentic as a validated gap in knowledge.

Figure 2a. Level of agreement with survey item 29, “I believe the Church is welcoming to all
walks of life”

0%
10%
20%
30%
40%
50%
60%
70%
All Respondents n=62 Traditionalist n=6 Baby Boomer n=29 Generation X n=9 Millennial n=17
Strongly Agree Agree Disagree Strongly Disagree
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 83

Figure 2b. Level of agreement with survey item 30, “The Church has an atmosphere that is not
judgmental”

Synthesis of Conceptual Knowledge Results and Findings. Perhaps a larger barrier to
meeting the church goal than declarative knowledge is conceptual knowledge, which will also be
addressed in the organizational influencer section in cultural models and settings. Conceptually,
most of the interviewees understood that the church needs to change to attract new attendees, but
they do not know in what way it could be perceived as inauthentic, either from the overall church
model or that churches in general. Most of the interviewees, particularly from older generations,
did not understand the differences in values between generations that were identified by the
literature review, nor did they understand the different needs that each generation may generally
have that must be met. While they did understand many of the mechanical needs of younger
generations, such as time restraints, they were not aware of the needs for social justice,
addressing controversial topics, or having a relevant church body and the relationship of those
needs and attracting younger attendees. Additionally, most stakeholders could not articulate the
benefits that community service has on the church. These conceptual knowledge influencers may
serve as barriers to the organization successfully meeting its goal.
0%
10%
20%
30%
40%
50%
60%
70%
All Respondents n=62 Traditionalist n=6 Baby Boomer n=29 Generation X n=9 Millennial n=17
Strongly Agree Agree Disagree Strongly Disagree
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 84
Procedural knowledge. Findings related to procedural knowledge collected through
interview questions included whether attendees know how to increase relevance to younger
generations.
Procedural knowledge influencer 1. Stakeholders know how to increase relevance to
younger generations. Results from questions relating to how to increase relevance to younger
generations showed that attendees desire to increase relevance to younger generations, but a
common pattern that emerged was a lack of clarity or depth to answers. Mrs. Track responded, “I
don’t know,” Mr. Bush stated, “we need to teach the validity of creation,” and Ms. Childers and
Mr. Mountain both stated, “develop more meaningful relationships.” These responses showed
both a lack of understanding and a diversion from the literature that indicated ways to increase
relevance, such as increasing mentorship, stronger community involvement, and discussing
controversial topics. These data identify a gap in knowledge relating to increasing relevance to
younger generations, which is a validated influencer.
Synthesis of Procedural Knowledge Results and Findings. Without the foundational
declarative and conceptual knowledge identified above, it is not surprising that the interviewees
did not, in general, possess the procedural knowledge necessary to increase relevancy to younger
generations. Schraw and McCrudden (2006) identify foundational knowledge such as declarative
and conceptual as necessary to build from to obtain procedural knowledge. Procedural
knowledge pertaining to increasing relevance to younger generations is a foundational barrier to
meeting the organizational goal, and as such must be addressed.
Metacognitive Knowledge. The final knowledge influencer identified was
metacognition, and how current attendees reflect on how well they contribute to the organization
meeting its goals. For the most part, attendees reflected on the need for increasing their own
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 85
participation effectively, but generally agreed that they need to have a better understanding of
what needs to be done to be more active in this area. These results indicate that there is not a
knowledge gap, and this influencer was not validated.
Motivation Results
Nine survey questions were posed to assess the motivational assets related to Upper
Valley Christian Church assessing motivation relating to Self-Efficacy Theory, Attribution
Theory, and Expectancy Value Theory.
Motivational influencer 1. Stakeholders are confident that they can increase the size of
the congregation to include younger generations to sustain the health of the organization.
Self-Efficacy Theory questions showed over 75% agreed that they play a role in attracting new
visitors to the church, but when asked how confident they were in attracting members, the
average response reflected only a moderate level of confidence in their ability to do such. The
results to survey item 63, “Using a scale of 1-10, below, pick a number that reflects how
confident you are, as of right now, in your ability to attract new visitors to the church. 10=Highly
certain can do 5=Moderately confident can do 1=Cannot do at all” had 62 responses with a mean
of 5.82 and a standard deviation of 1.96. Stakeholders are clearly motivated to have a role in
attracting new attendees, but are not as confident in their ability to do so, which supports findings
related to the validated procedural knowledge gap of knowing how to attract younger attendees.
As such, we can conclude from these data that stakeholders are confident that they play a role in
increasing the size of the congregation, and is not validated as a motivational influencer.
Motivational influencer 2. Stakeholders believe that the church is not growing because
it is not relevant to younger generations. Questions relating to Expectancy Value Theory
showed a high level of motivation to meet the mission and goals of the church, as well as the
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 86
expectation that the church will increase attendance in the near future. Only results from
Attribution Theory showed a misguided or negative motivation. The results of the attribution
theory inquiry are outlined in table 13. The highest percentage of response by each generational
cohort is highlighted and underlined.
Table 13
Response to survey item 7, by generational cohort, highest attribution highlighted and
underlined
Attribution Total
Respondents
n=62
Traditionalist
n=6
Baby
Boomer
n=29
Generation
X
n=10
Millennial
n=17
The church does not provide enough
programs that are attractive to
younger generations
29% 17% 21% 40% 41%
The pastor of the church does not
relate to younger generations
16% 17% 3% 20% 35%
There are not enough other younger
individuals in the congregation for
them to relate to
42% 33% 34% 60% 47%
The congregation does not develop
relationships with younger
generations
24% 17% 21% 20% 35%
The church is not spiritually
rewarding
8% 17% 3% 10% 12%
The church does not get involved in
the community enough
23% 17% 17% 20% 35%
Religion is just not as popular with
younger generations
56% 50% 62% 80% 35%
The church is not diverse enough 21% 0% 14% 10% 47%
The church allocates resources to
programs that are not relevant to
younger generations
6% 0% 7% 0% 12%
The church is not relevant 15% 0% 17% 0% 24%
The church does not adequately
address controversial issues
24% 17% 14% 20% 47%
Other 32% 33% 41% 30% 18%
Note. The question asked was “The data demonstrate that there is a disproportionately low number
of members in the congregation under the age of 45. In my opinion, this is because: (Please
check all that apply)"

Of the twenty responses checked “other,” two described public schools not teaching biblical
issues as a cause, five pointed to the lack of time available to busy families, two stated that
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 87
intergenerational relationships are not strong in the church, and six attributed the issue to the
church not being relevant to younger generations and the church not being authentic. Two do not
believe this is a problem at all, and one did not know why the church has a low proportion of
attendees under the age of 45. The literature review indicated that issues such as addressing
controversial issues (Brown, 2016) and being more relevant (Tamney, 2005) as being leading
attributions that hinder younger individuals from attending church. These data show that
stakeholders do not attribute the church not attracting younger generations to not being relevant,
making this influencer a validated gap in motivation.
Motivational influencer 3. Stakeholders believe they can complete their stakeholder
goal and are motivated to do so. Questions relating to Expectancy Value Theory showed a high
level of motivation to meet the mission and goals of the church, as well as the expectation that
the church will increase attendance in the near future. These results can be found in appendix F,
and show that stakeholders do believe that they can complete their stakeholder goals, and are
motivated to do so, indicating that this is not a validated motivational gap.
Synthesis of Motivational Findings. The three identified assumed motivational
influencers were Self-Efficacy Theory, Attribution Theory, and Expectancy Value Theory. Of
these three, only Attribution Theory was validated as a potential barrier to the organization
meeting its goals. The most popular answer regarding why the church has a disproportionately
low number of younger attendees was “religion is just not as popular with younger generations,”
which was found to be inaccurate in a study done by Barna Group (2017) that found younger
generations are interested in Jesus, but believe that churches are inauthentic. Similar results were
found in this study. The millennial cohort was the least likely to attribute religion just not being
as popular with younger generations as an influencer, with this answer being the same as three
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 88
other responses as the fifth highest reason attendance is declining among younger generations. It
was the top attribution among the other generational cohort responses. Similar results regarding
addressing controversial issues, diversity, relevance, and community service support the
assertion that attendees have a gap in motivation relating to Attribution Theory, which may be a
barrier to the church achieving its goals.
Organizational Results
Organizational influencers. Results from the organizational influencers were varied.
The respondents had generally positive attitudes toward the church regarding communication
effectiveness, rewards, modeling, vision, and pastoral leadership. For the organizational
influencers surveyed for regarding Resource allocation, leadership, and community outreach,
there were more varied results.
Organizational influencer 1. Organization is committed to changing some of its long-
standing traditions and practices to meet its mission. Results indicated that the organization is
committed to making changes that will lead to meeting the mission, with over 90% of
respondents strongly agreeing or agreeing with question 27, “the church should be open to
changes that could mean reducing or removing long held traditions, so long as it doesn’t sacrifice
the core beliefs of the church.” Respondents did not, however, show as strong of a belief that
church is currently making changes, with only 65% of respondents agreeing or strongly agreeing
with question 26. From these data, we can conclude that there is not an organizational gap and is
not a validated influencer.
Organizational influencer 2. Organization allocates resources commensurate with its
mission. 83% of respondents either agreed or strongly agreed that the current allocation of
resources is directed toward supporting current attendees, and 79% agreed or strongly agreed that
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 89
the resources are allocated to programs in line with the church mission. Respondents disagreed,
however, about whether the church had adequate or correctly allocated resources to growing
church attendance. These inconsistencies between resource allocation identify a contradiction to
the mission and goal of the church, which are to “train families in the word to reach the world,”
and to reach 300 weekly attendees by December of 2018, respectively. Results pertaining to
resource allocation are presented in Figures 3a and 3b. From these data, we can conclude that the
organization does not allocate resources commensurate with its mission, and is an organizational
gap that is validated.

Figure 3a. Percent of respondents’ level of agreement with survey items regarding resource
allocation supporting current attendees
10%
11%
73%
68%
16%
21%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Q33 - The financial and human resources of the church are
being allocated to programs that will best support current
attendees n=60
Q34 - The financial and human resources of the church are
adequately allocated to programs that are in line with the
church mission n=62
Strongly Agree Agree Disagree Strongly Disagree
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 90

Figure 3b. Percent of respondents’ level of agreement with survey items regarding resource
allocation relating to increasing attendance

Organizational influencer 3. Organization clearly communicates with the
congregation. Results from questions relating to church communication indicated that the church
generally believes that the organization provides adequate communication to the church, with
over 80% of respondents either strongly agreeing or agreeing. Only question 14, “the church
adequately communicates with the community to make them aware of service times and
programs showed a lower level of agreement, with only 62% strongly agreeing or agreeing.
These data indicate that the organization clearly communicates with the congregation, which is
not an organizational gap and is not validated.
Organizational influencer 4. Organization has adequate leadership team that is
qualified to develop and implement organizational goal and model’s behavior that is
consistent with that goal. Results for attitudes toward church leadership showed mixed opinions
within the congregation. 76% of respondents agreed or strongly agreed with Q40, “I am
confident that the leadership of the church is capable of providing leadership to the church that
will grow the congregation,” while 71% agreed or strongly agreed with Q42, “The right people
10%
5%
3%
48%
48%
40%
41%
40%
53%
2%
7%
3%
0% 20% 40% 60% 80% 100% 120%
Q35 - The church has adequate financial resources to
implement policies and programming to attract new
members to the church n=61
Q36 - Church financial resources are allocated to the right
programs to grow church attendance n=58
Q32 - The financial and human resources of the church are
being allocated to programs that will best support
attracting new attendees n=60
Strongly Agree Agree Disagree Strongly Disagree
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 91
are in place to lead the church.” Q41, “Church leadership is effective at promoting change that
will lead to accomplishing church mission and goals” had 65% either agree or strongly agree.
Interestingly, there was a large divergence between generational cohorts on this answer, with
over half of the millennials disagreeing with the statement, which is shown in table 15. From
these data, we can conclude that there is not consistent agreement between attendees of the
church, particularly among the generational cohort the organization is trying to grow in,
identifying this as a validated organizational gap.
Table 15

Summary of responses to survey item 41 by generation

Strongly Agree Agree Disagree Strongly Disagree

% Responses % Responses % Responses % Responses
All Respondents
n=61 8% 5 57% 35 34% 21

0%

0

By Generational Cohort
Traditionalist n=6 17% 1 67% 4 17% 1 0% 0
Baby Boomer
n=29 10% 3 62% 18 28% 8 0% 0
Generation X n=9 0% 0 78% 7 22 % 2 0% 0
Millennial n=17 6% 1 35% 6 59% 10 0% 0
Note: Item 41,"Church leadership is effective at promoting change that will lead to
accomplishing church mission and goals"

Organizational influencer 5. Organization implements community service programs
that support the mission of the organization and meets the needs of members of the
community, and provides sufficient opportunity and support for volunteers. Results for
community outreach also varied, with responses to Q48 “The church provides adequate
opportunity for me to volunteer” receiving all agree or strongly agree responses, and Q49 “I see
value in the programs I have the opportunity to volunteer in” having 98%, all but one respondent,
agreeing or strongly agreeing. Q50, “The church has adequate programs to serve the
community,” had a far more mixed response, with 55% agreeing or strongly agreeing, and 45%
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 92
either disagreeing or strongly disagreeing. Among different generations, Millennials were the
largest group that disagreed, with 64%, while 80% of Traditionalists agreeing with the statement.
Q59, “which of the following community outreach focuses should the church be involved in?”
also saw mixed results, particularly by generation, which can be found in figure 4. The responses
to community outreach and service were consistent with the knowledge questions in the
interview portion of the data collection. These data show that the church does not implement
community service programs that support the mission of the organization and meets the needs of
members of the community, and provides sufficient opportunity and support for volunteers,
validating it is a gap in organization.

Figure 4. Responses to survey item 59 by generation, “which of the following community
outreach focuses should the church be involved in?”

Organizational influencer 6. Organization encourages a culture that is authentic and
welcoming. Results from question 31, “The congregation feels authentic to me,” showed
consistent results between generational cohorts, with 85% of respondents either strongly
agreeing or agreeing with the statement. However, questions 29, “I believe the church is
welcoming to people from all walks of life” and 30, “the church has an atmosphere that is not
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Helping promote local
and state government
policies that support
the church
Community services
focused on growing
the church
Community services in
conjunction with
organizations that do
not share the same
faith
Social justice activities
internationally
Social justice activities
locally
All Respondents n=57 Traditionalist n=5 Baby Boomer n=27 Generation X n=8 Millennial n=17
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 93
judgmental” showed a larger variability between generations. Question 29 had 69% of while
question 30 had 63% respondents either agreeing or strongly agreeing, but when broken out by
generational cohort, a clear delineation was evident. These results are displayed in figures 5a and
5b. The literature review indicates that perceptions of inauthenticity vary between generational
cohorts (Barna Group, 2017; Eisner, 2005; Gardiner, Grace & King, 2013; Harrington, 2016);
these data indicate that the organization does not encourage a culture that is authentic and
welcoming, validating it as an organizational gap.

Figure 5a. Responses to survey item 29 by generation, “I believe the church is welcoming to
people from all walks of life”

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
All Respondents Traditionalist Baby Boomer Generation X Millennial
Strongly Agree Agree Disagree Strongly Disagree
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 94

Figure 5b. Responses to survey item 59 by generation, “The Church has an atmosphere that is
not judgmental”

Organizational influencer 7. Pastoral leadership of the church exhibit qualities that
support the organizational mission. Results for questions regarding pastoral leadership aligned
with the qualities that the literature revealed as favorable, with agreement levels on questions
relating to moving individuals to action as opposed to making attendees feel good at 97%, being
open to saying the right thing even if it offends some people at 94%, and relating biblical
scripture to lives at 92%. The results from questions relating to each of these influencers indicate
that the organizational influencer of pastoral leadership exhibiting qualities that support the
organizational mission not being an organizational gap, and is not a validated influencer.
Organizational influencer 8. Organization has vision that supports the mission of the
church. 85% of respondents agreed or strongly agreed that the vision of the church clearly
supports the mission, which did not identify this influencer as an organizational gap and is not a
validated influencer.
Synthesis of findings related to organizational influencers. Four organizational
influencers were validated as potential barriers to the organization meetings its goals through
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1 2 3 4 5
Strongly Agree Agree Disagree Strongly Disagree
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 95
survey collection: proper resource allocation, adequate leadership, and having an organizational
culture that is authentic and welcoming and focusing on community outreach. Respondents, for
the most part, believe the church should change to attract new attendees, understood the need for
strong church communication effectiveness and increasing the use of mediums used to reach
different groups. They responded positively how leadership model’s behavior, and how effective
pastoral leadership is.
The four barriers that were identified showed areas that should be addressed for the
church to meet its organization goal. For example, over half of respondents did not agree that
resources are allocated to programs that will increase attendance, rather agreeing that those
resources are being allocated to current attendees; resources need to be allocated to programs that
are commensurate with the organizational goal (Lewis, 2001). There was not a strong level of
agreement within the respondents that leadership is effective at promoting change that will lead
to growth. Organizations need to have a leadership team that is effective at promoting change to
meet the organizational goal (Schein, 2010). Results and findings also indicate that there is a
general misalignment between understanding of community service and execution, particularly
between generations. Effective community service is an influencer on attracting and retaining
younger populations (Recklessly Alive, 2016). These three potential organizational barriers may
need to be addressed for the church to meet its organizational goal.
Cultural models. Results from the quantitative data relating to cultural models showed
significant variability, particularly between generational cohort. The three cultural models
identified in the literature that need to exist were: 1. There is a need to increase diversity, 2. A
cultural model that Christians have varying degrees of beliefs, behaviors, interpretations, and
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 96
values, and 3. The church needs to change. All three of the identified cultural models were
validated as not existing, with opposing cultural models existing.
Cultural model influencer 1. Christians have differing beliefs, behaviors,
interpretations, and values. Responses relating to biblical interpretation identified results
consistent with previous results regarding cultural models. For example, regarding the historical
accuracy of the Bible, 58% of respondents thought the Bible to be completely accurate, 27%
thought most of the Bible to be true, 8% think much of the historical events in the Bible to be
illustrative, and 6% think wouldn’t be shocked either way. Similar to previous results,
Traditionalists had the highest percentage of respondents feeling the Bible is historically
accurate, while Millennials had the lowest percentage.
A Barna Group study (2017) found that younger generations want to discuss and wrestle
with complex issues. With science developing data driven theories on the age of the earth, for
example, that are contradictory to biblical historical accounts of history, a need for dialogue on
these issues, and openness are required to grow attendance among younger generations (Barna
Group, 2017). Results and findings from this study indicated that a cultural model relating to
these issues exists. Responses to survey items relating to the validity and reliability of the Bible
and not identifying the need to address controversial issues in the church support this assertion. It
seems that much of the church, particularly the older, more represented groups, agreed that the
Bible is accurate and clear, and that society has become a barrier to individuals coming to the
church by teaching contradictory messages. Interestingly, when Survey 2 item 16 was posed
“Christians should advocate for the rights of others, including equality, even if those rights are
contradictory to the espoused beliefs of the Christian faith,” 56% either disagreed or strongly
disagreed with the statement, seemingly a contradiction to the results of Survey 2 item 17, “In
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 97
countries where Christians are persecuted, the global church should advocate for governmental
change to create equality for those that are religious minorities,” with over 75% of respondents
agreeing or strongly agreeing with that statement. Of the differences between the two answers
between generational cohorts, 14% of Millennials and Generation X were in larger agreement
with item 17, 37% of Baby Boomers, and 71% of Traditionalists. Figures 6a and 6b show these
results. The literature indicates that this cultural model is a barrier to church growth, and is a
large contributor to the perception of inauthenticity. From these data, we can conclude that a
cultural model exists that Christians share the same values, beliefs, behaviors, interpretations,
and values, which is a validated organizational barrier.

Figure 6a. Level of agreement with Survey 2 item 16 by generational cohort, “Christians should
advocate for the rights of others, including equality, even if those rights are contradictory to the
espoused beliefs of the Christian faith”

0%
10%
20%
30%
40%
50%
60%
All Respondents n=49 Traditionalist n=7 Baby Boomer n=18 Generation X n=7 Millennial n=14
Strongly Agree Agree Disagree Strongly disagree
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 98

Figure 6b. Level of agreement with Survey 2 item 17 by generation, “In countries where
Christians are persecuted, the global church should advocate for governmental change to create
equality for those that are religious minorities”

Cultural model influencer 2. Church should be focused on increasing diversity. 56% of
total respondents agreed or strongly agreed with the statement “the church values bringing
diversity to the congregation,” and 62% agreed or strongly agreed with the statement “Increasing
racial, economic, and age diversity of members should be a focus of the church.” When
responses were disaggregated by generational cohort, the variability between generational groups
was evident: 83% of Traditionalists, 67% of Baby Boomers, 44% of Generation X, and 35% of
Millennials agreed or strongly agreed that the church values bringing diversity to the
congregation, while 66% of Traditionalists, 51% of Baby Boomers, 50% of Generation X, and
87.5% of Millennials agreed or strongly agreed that increasing diversity should be a focus of the
church. The trend of divergence of agreement relating to diversity in the congregation also holds
true in questions regarding the comfort of various demographics, including sexual orientation,
political orientation, race, and economic background. Figures 7a and 7b show the results relating
to diversity questions.
0%
10%
20%
30%
40%
50%
60%
70%
80%
All Respondents n=48 Traditionalist n=7 Baby Boomer n=17 Generation X n=7 Millennial n=14
Strongly Agree Agree Disagree Strongly disagree
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 99

Figure 7a. Level of agreement with survey item 51, “The Church values bringing diversity to the
congregation”

Figure 7b. Level of agreement with survey item 55, “Increasing racial, economic, and age
diversity of members should be a focus of the church”

The literature indicated that younger generations view a lack of diversity as not being
equitable to all groups, or even as discrimination. Findings and results support that these younger
generations, and even some of the older generations would like to see diversity increased within
the church. One third of Traditionalists, nearly half of Baby Boomers, and half of Generation X
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
All respondants n=59 Traditionalist n=6 Baby Boomer n=27 Generation X n=9 Millennial n=17
Strongly Agree Agree Disagree Strongly Disagree
0%
10%
20%
30%
40%
50%
60%
All respondants n=58 Traditionalist n=6 Baby Boomer n=27 Generation X n=9 Millennial n=16
Strongly Agree Agree Disagree Strongly Disagree
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 100
respondents disagreed or strongly disagreed with the need to focus on increasing diversity in the
church. Several interviewees, all but two being from Generation X or Millennial groups,
discussed the lack of diversity as being evidence of an inauthentic congregation. Results
certainly did not indicate that the church is completely opposed to diversity, but they did indicate
that a large percentage did not feel there is a need to increase diversity. Furthermore, responses
from interviewees, including a comment by Mrs. Darnold about not living in the inner city, and
as such not understanding different groups showed a lack of awareness of the cultural and
income diversity in the community the church resides in, with the greater rural county having
over 50% minorities. From these data, we can conclude that there is a cultural model that exists
that increasing diversity should not be a focus of the church, which is a validated organizational
barrier.
Cultural model influencer 3. The church needs to change. The assumed cultural model
that people believe the church is comfortable as is, or maintaining the status quo, was partially
validated. Survey questions presented under organizational influencer 1 indicated that some
believe that the church does not need to attract new attendees, which was echoed in the interview
portion of the data collection by some stakeholders. For example, Mr. Mountain, a traditionalist,
mentioned that they come to worship with people that are like him, and changing that is a
distraction. While others, particularly from younger generational cohorts, discussed the need for
deep change within the organization. These findings show a partially validated cultural model
that exists as a barrier, with some respondents believing there needs to be change, and some
wanting to maintain.
Synthesis of results and findings relating to cultural models. The combination of
surveys and interviews brought clarity to several assumed cultural models that exist within the
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 101
church. The first survey, along with the interview data led the researcher to conduct a second
survey regarding cultural models that would enhance the data already collected. These cultural
models, which are the underlying beliefs and assumptions that are common within a group, can
bring clarity to barriers that exist, thereby hindering the organization from meeting its goal. The
three cultural models that were addressed and validated are 1.) Christians share the same
behaviors, beliefs, interpretations, and values, 2.) There is not a need to increase diversity, and
3.) The church is fine just the way it is.
Cultural settings. Results relating to cultural settings showed that there was a large level
of variance in opinions within the congregation, much of which divided by generational cohort.
The two cultural models identified in the literature that need to exist were: 1. There is no specific
way that churches need to operate to be successful, and 2. Community service happens in the
community. Both of the identified cultural settings were validated as not existing, with opposing
cultural models existing.
Cultural setting influencer 1. There is no specific way that churches need to operate to
be successful. The cultural setting of the church operating in a specific way, including how the
service looks on Sunday, who the pastor is, what practices the church has was validated as a
potential barrier to church growth. Findings indicated that attendees value the current model over
change, or were unaware of changes that need to take place to attract new attendees. A prevailing
thought, it seems, was that many are comfortable with how church works, and do not want to
change, while others are quite aware of that. One interviewee, Ms Seau, even referred to it as a
“country club” type atmosphere. Another, Mr Palmer, mentioned that “it is a group of white
folks that get together for social time.” The response of level of agreement to survey item 14,
“the prevailing model of Sunday church service, worship, communion, and message, is how
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 102
church should operate,” 52% either agreed or strongly agreed with the statement. 100% of
Traditionalists, 53% of Baby Boomers, 28% of Generation X, and 40% of Millennials either
agreed or strongly agreed. Results regarding the prevailing church service model can be found in
table 16, which indicate that older generations are more likely to want to keep a traditional
service model, while younger generations do not feel as strongly about the prevailing format for
services. From these data, we can conclude that a cultural setting exists as a validated barrier to
church growth, with the barrier that church setting should be maintained.
Table 16

Mean responses to Survey 2 item 19 by generation

Minimum Maximum Mean
Standard
Deviation Variance Count
Total Respondents n=49 0 10 6.02 2.09 4.37 52
Traditionalist n=7 5 10 7 1.6 2.57 7
Baby Boomer n=19 0 10 6.37 2.28 5.18 19
Generation X n=7 4 10 6.14 1.88 3.55 7
Millennial n=16 2 10 5.38 1.93 3.73 16
Note. The scale used was on a rating of 1-10 to reflect stance respondents have regarding how
church services should look: 10=Polished and outlined with strong programming, worship, and
messages. We are, after all, here to serve the lord and give our best 1=Who cares, we are just
getting together to have community in Christ. Let’s just break bread and have fellowship. It’s not
about the service at al

Cultural setting influencer 2. Community service happens in the community. The
cultural setting of regular attendees believing that community service needs to happen in the
community was validated as a potential barrier to growth as it was not found be the prevailing
belief in the congregation. Results and findings relating to this cultural setting were identified in
the conceptual knowledge and organizational influencer sections relating to community service.
It is also presented as a cultural setting also because it is a manifestation of the underlying beliefs
and knowledge of the organization (Gallimore and Goldenberg (2001). From these data
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 103
presented in conceptual knowledge and organization, we can conclude that a cultural setting
exists that community service is done in the church, a validated barrier to church growth.
Synthesis of results and findings relating to cultural settings. The two cultural settings
that were identified as potential barriers to church growth were 1.) Church operates in a specific
way, and 2.) Community service and outreach happen at the physical church location. Results
and findings show that while there is a cultural setting that believes the church should stay the
same, there are diverging beliefs about how the church should look and change, which likely
needs to be addressed to create a more cohesive direction for the congregation. The literature
indicated that many of the older generations believe that the church is the center of Christianity;
the church serves the community through programs that happen on the church premise, or
organized events outside the community. Results and findings indicate that this is a prevailing
thought within the congregation among older generations, which supports the research. Several
interviewees mentioned the benefits of all the programs that happen within the church,
identifying them as effective forms of community service, while many other respondents,
particularly from the younger generational cohorts, indicated the need to get out into the
community and help those in need. A misalignment of direction on effective community service
is a potential barrier to church growth, as community service is an identified influencer on
attracting and retaining attendees.

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 104
Table 17

Summary of validated and not validated assets and barriers.

Validated Influencer Validated
as a
Needed
Asset or
Barrier to
Meeting
Goal
Not Validated Influencer Existing
Asset or
Non-
Existing
Barrier
Knowledge

Declarative

Attendees do not know the
organizational Goal.
Asset
Needed
Stakeholders know that
members of different
generations prefer different
modes of communication
Existing
Asset

Stakeholders do not know
that individuals attend church
to have different needs met.
Asset
Needed
Stakeholders know that many
churches are experiencing a
declining attendance
Existing
Asset

Conceptual

Stakeholders do not
understand that people from
different generations may
have values that differ from
their own
Asset
Needed
Stakeholders do understand that
younger generations want to be
more involved in decision
making
Existing
Asset

Stakeholders do not
understand that being
involved in community
service benefits church
attendance
Asset
Needed
Stakeholders do understand that
younger generations desire to
be a part of mentoring
relationships
Existing
Asset

Stakeholders do not
understand that younger
generations do not find many
churches authentic
Asset
Needed

Stakeholders do not
understand that the current
model of the church can be
perceived as inauthentic
Asset
Needed

Procedural

Stakeholders do not know
how to increase relevance to
younger generations
Asset
Needed

Metacognitive

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 105

Stakeholders do reflect on how
well they contribute to the
organization meeting its goals
(M)
Existing
Asset
Motivation

Attribution Theory.
Attendees do not believe that
the church is not growing
because it is not relevant to
younger generations
Barrier Self-Efficacy Theory.
Attendees do have confidence
that they can increase the size
of the congregation to include
younger generations to sustain
the health of the organization
Non-
Existing
Barrier

Expectancy Value Theory.
Attendees do believe they can
complete their stakeholder goal
nor are they motivated to do so
Non-
Existing
Barrier
Organization

Organization is not
committed to changing some
of its long-standing traditions
and practices to meet its
mission and goal.
Barrier Organization does utilize
communication and marketing
through channels that
effectively convey church
mission, vision, and events
Non-
Existing
Barrier

Resources are not allocated to
programs that will support
the mission of the
organization and the
achievement of its goals
Barrier Leadership does model
expected behavior and attitudes
of the change program
Non-
Existing
Barrier

Organization does not
implement community
service programs that support
the mission of the
organization and meet the
needs of members of the
community or provide
sufficient opportunity and
support for volunteers
Asset
needed
Pastoral leadership of the
church does exhibit qualities
that support the organizational
mission
Non-
Existing
Barrier

Organization does not
encourage a culture that is
authentic and welcoming
Asset
needed

Cultural Models

Attendees believe Christians
share the same behaviors,
beliefs, interpretations, and
values.
Barrier

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 106

There is not a need to
increase diversity
Barrier

The church does not need to
change
Barrier

Cultural Settings

The church should operate a
specific way
Barrier

Community service happens
at the physical church
location
Barrier

Summary
In this chapter, the results and findings of the quantitative and qualitative inquiry were
presented and discussed. The assumed influencers identified through the literature review and
assessed through inquiry methods were either validated, partially validated, or not validated, and
were described, in detail in this chapter. It can be concluded from the data presented in this
chapter that attendees of the church clearly want to see change and are motivated to do so, but
lack much of the foundational knowledge and motivation to accomplish their goals. Additionally,
gaps in organizational assets, as well as barriers that exist regarding cultural models and settings.
In Chapter Five, proposed possible solutions for closing the performance gap are presented.
These solutions are presented in the context of the knowledge, motivation, and organization
framework that has driven the inquiry collection methods.

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 107
CHAPTER FIVE: RECOMMENDATIONS
In Chapter Four, results and findings were presented from the qualitative and quantitative
inquiry to answer the research questions that drove this study. Surveys were used to assess
organizational, motivational, and some knowledge influencers, while interviews were used to
assess knowledge and organizational influencers to gain insight into the knowledge,
motivational, and organizational influencers identified in relationship to the research questions.
In this chapter, the proposed recommendations are identified to address the research questions to
aid Upper Valley Christian Church in meeting its goal of increasing attendance among younger
populations. Recommendations are identified and outlined in conjunction with the research
literature, employing the framework identified by Kirkpatrick and Kirkpratricks’s (2016) New
World Model.
Recommendations for Practice to Address KMO Influences
Upper Valley Christian Church is not tracking to meet its goal of reaching 300 weekly
attendees by December of 2018. Based on the results and findings of the inquiry, the church
needs to improve its approach to meet its organizational goal. Through a review of the literature,
several barriers that hinder churches from meeting their organizational goals were identified,
which were categorized into knowledge and skills, motivation, and organizational practices.
Clark and Estes (2008) have identified this method as a KMO gap analysis, which identifies and
creates solutions to overcome these barriers through the framework that this study was modeled
after.
Knowledge Recommendations
Influences related to knowledge are identified by Clark and Estes (2008) as one of the
three needs in the KMO framework. Guiding this study were the knowledge types identified by
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 108
Krathwohl (2002), declarative, conceptual, procedural, and metacognitive. The declarative
knowledge influencers that were validated as likely barriers to Upper Valley Christian Church
meeting its goals were stakeholders do not know the organizational goal or that individuals from
different generations have differing views of biblical reliability and interpretation. The
conceptual knowledge influencers that were validated or partially validated as likely barriers to
meeting their goals were that stakeholders do not understand that individuals attend church to
have different needs met, that being involved in community service benefits church attendance,
that the current prevailing model of the church can be perceived as inauthentic, that many people
from younger generations find churches to be inauthentic, and that members of differing
generations may have different values. The procedural knowledge influencer that was validated
was that stakeholders do not know how to increase relevance to attract younger populations. The
recommended solutions to address these validated or partially validated influencers are research
based, and presented in table 18.
Table 18
Summary of knowledge influences and recommendations
Assumed
Knowledge
Influence: Cause,
Need, or Asset*
Validated
Principle and Citation
Context-Specific
Recommendation
(V, N)
Attendees do not
know the
organizational
Goal. (D)
Y Goals provide a clear direction
and a marker to measure
against as the organization
moves forward. Knowing the
goal will create rational
direction for stakeholders.
(Lewis, 2011) and direct
learners (Pintrich, 2003)
Provide a list of
organizational goals and
utilize clear
communication of
organizational goals.
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 109
Stakeholders do not
know that members
of different
generations prefer
different modes of
communication (D)
N The way that individuals
organize knowledge influences
how they apply and learn
(Schraw & McCrudden, 2006)
Not a priority
Stakeholders do not
know that many
churches are
experiencing a
declining
attendance (D)
N Individuals need to have prior
foundational knowledge to
build future knowledge
(Schraw & McCrudden, 2006)
Not a priority
Stakeholders do not
know that
individuals attend
church to have
different needs met
(D)
Partially The way that individuals
organize knowledge influences
how they apply and learn
(Schraw & McCrudden, 2006).
Incorporate storytelling
and learning workshops
with differences of
opinion to expose learners
to differences in
interpretations
Stakeholders do not
understand that
people from
different
generations may
have values that
differ from their
own (C)
Y Increasing interest will
increase learning and
motivation (Schraw &
Lehman, 2009). Individuals
will either choose to accept
new information or reject it
and revert to previous
knowledge (Perry, 1970)
Utilize data driven
training materials, clearly
communicate the
importance of
understanding concepts.
Encourage learners to be
open to new ideas, provide
opportunities for
individuals to wrestle with
alternatives that may be
equally legitimate,
challenge learners to
defend a chosen
alternative, creating a
“+1” situation

Stakeholders do not
understand that
younger
generations want to
be more involved in
decision making
(C)
N Connecting previously learned
declarative knowledge
increases ability to understand
concepts (Schraw &
McCrudden, 2006)
Not a priority
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 110
Stakeholders do not
understand that
being involved in
community service
benefits church
attendance(C)
Y Individuals must integrate
prior knowledge and practice
the process to develop skills
(Schraw & McCrudden, 2006).
Utilize storytelling and
workshops to create an
opportunity for
individuals to learn how
community service
benefits them. Utilize
training seminars to
discuss effective
community service
examples.
Stakeholders do not
understand that
younger
generations desire
to be a part of
mentoring
relationships (C)
N Developing mastery requires
acquiring foundational
knowledge, connecting them
to component skills, and
practicing them (Schraw &
McCrudden, 2006)
Not a priority
Stakeholders do not
understand that
younger
generations do not
find many churches
authentic (C)
Y Connecting previously learned
declarative knowledge
increases ability to understand
concepts (Schraw &
McCrudden, 2006) Managing
intrinsic load can be
accomplished by breaking
material into smaller, more
manageable parts (Kirshner,
Kirshner, & Paas, 2006).
Increasing cognitive capacity
to be comfortable with
uncertainty reduces threat of
failure (Kloss, 1994).

Encourage learners to be
open to new ideas, provide
opportunities for
individuals to wrestle with
alternatives that may be
equally legitimate,
challenge learners to
defend a chosen
alternative.

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 111
Stakeholders do not
understand that the
current model of
the church can be
perceived as
inauthentic (C)
Y Providing experiences to
expose individuals to new
material or concepts will
increase their ability to learn
(Schraw & McCrudden, 2006).
Allowing individuals to bring
the old in with the new
enhances transition (Bridges,
1991).
Incorporate storytelling
and learning workshops
with differences of
opinion to expose learners
to differences in views of
church authenticity.
Stakeholders do not
know how to
increase relevance
to younger
generations (P)
Y Individuals must integrate
prior knowledge and practice
the process to develop skills
(Schraw, 2006)
Provide information and
training, followed by
opportunities to practice
the skill to facilitate
learning and mastery
Stakeholders do not
reflect on how well
they contribute to
the organization
meeting its goals
(M)
Partially Reflection on how one thinks
about their role or activities
improves learning (Baker,
2006)
Provide guidance on how
to reflect on past and
current knowledge.
Provide opportunities for
stakeholders to reflect on
their own understandings
and how those impact
church growth.
Declarative knowledge solutions, or description of needs or assets. Attendees of the
church need to know the organizational goal (D). Krathwohl (2002) describes factual, or
declarative knowledge as the basic information related to broader topics. Schraw & Mcrudden
(2006) discuss the importance of helping individuals identify basic knowledge. As such,
attendees need to have basic declarative knowledge that will lead to more complex types of
knowledge. The recommendation for attendees is to provide them with a list of organizational
goals and clearly communicate the content of each goal. This validated influencer has been
selected as the sample explanation for declarative solutions because it is isolated as only a
declarative solution, while the second validated knowledge influencer relating to biblical
interpretation will be addressed in the organizational section.
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 112
Lewis (2011) posits that goals provide a clear direction and a marker to measure against
as the organization moves forward. Webb et al. (1998) found that communication of the goals of
the church will lead to stronger attendee retention. Furthermore, Mckenna and Eckard (2009)
claim that churches need to clearly outline the mission and goals of the church for it to grow.
Attendees of the church need to understand that the church must grow to meet its organizational
goal, which requires knowledge of the goal itself. Understanding the interrelationships of
different variables and elements allows individuals to function more effectively (Krathwohl,
2010), which can be accomplished through being able to connect previously learned declarative
knowledge (Schraw & Mcrudden, 2006). Providing attendees with the details that connect
certain knowledge to concepts will lead to better understanding. The recommendation for
attendees is to provide them with resources that describe the organizational goal, and utilize
effective communication to transfer knowledge to stakeholders. Sellon (2014) describes the need
to engage in practices that will grow the church in new ways to meet their mission.
Conceptual knowledge solutions, or description of needs or assets. Attendees of the
church need to understand that many people from younger generations do not think the church is
authentic, and that younger generational cohorts may have values that differ from other
generations. According to Krathwohl (2010), understanding the interrelationships of different
variables and elements allows stakeholders to function more effectively. Additionally, Perry
(1970) claims that when individuals are presented with new information, they will either choose
to accept it and develop learning, or reject it and revert to previous understandings. This would
suggest that stakeholders should be provided with training that will allow them to learn the
relationships that lead to these perceptions of younger individuals. Encourage learners to be open
to new ideas, provide opportunities for individuals to wrestle with alternatives that may be
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 113
equally legitimate, challenge learners to defend a chosen alternative. As such, the
recommendation for stakeholders is to utilize storytelling, increase opportunities to discourse in
an informal setting, utilize workshops to educate on the practices that will lead to higher levels of
perceived authenticity, understandings of others’ values, and educate stakeholders on why this
perception exists. These conceptual knowledge influencers were identified as sample
recommendations as the practices and theories that drive it are similar for the other validated
potential influencers.
Bowdle (2016) poses that younger generations want to find a church that is relational and
authentic, but Barna Group (2017) found that most millennials do not find churches to be either.
An authentic atmosphere, one that is open and discusses conflicting norms and beliefs (Brown,
2016), embraces individuals as opposed to uniformity (Corey, 2013), focuses on what it stands
for, not against (Corey, 2013), and detaches itself from political alliances (Twenge et al., 2015)
will be more effective in attracting younger populations. In order for individuals to develop the
procedural knowledge needed to address these issues, attendees will need to be able to integrate
prior knowledge, such as conceptual knowledge to build from (McCrudden & Schraw, 2006).
Procedural knowledge solutions, or description of needs or assets. Attendees of the
church must know how to increase relevance to younger generations for the church to meet its
goals. Individuals must integrate prior knowledge and practice the process to develop the skills
needed to implement a change (McCrudden & Schraw, 2006). The recommendation for
attendees is to provide information and training on how to increase relevance to younger
generations, and provide opportunities to practice learning and create mastery.
Churches are shrinking because they are perceived as not being relevant by younger
generations (Bendroth, 2008), who do not appreciate the tradition found in churches (Powell,
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 114
2017). Understanding what younger generations want and need from a church will lead to
growth (Chiakulas, 2016), but many people from older generations do not understand how to
attract younger generations in (Barna Group, 2016). Providing opportunities for individuals to
learn the procedural concepts, or how to do something (Clark & Estes, 2008) will allow them to
increase understanding. Furthermore, creating an opportunity for individuals to practice the
newly learned concepts will lead to mastery of the concept (McCrudden & Schraw, 2006). As
such, it is recommended that individuals to be provided structured training that utilizes
information sheets, storytelling, demonstrations, and the space to practice the concepts to gain
the procedural knowledge required to address these assumed influencers.
Metacognitive knowledge solutions, or description of needs or assets. Attendees of
the church must reflect on how well they contribute to the church meeting its goals. Reflection
on how one thinks about their role or activities improves learning (Baker, 2006). Baker (2006)
discusses the need to provide opportunities and direction on how to reflect on past and current
knowledge, spending time engaging in self-monitoring and assessment. Metacognitive reflection
may allow stakeholders to evaluate how effective they are in the organization and their
individual stakeholder goals, which may help them in improving their performance. Krothwohl
(2010) explains that metacognition makes individuals aware of personal opportunities to improve
their individual performance. The recommendation for attendees is to provide guidance on how
to reflect on past and current knowledge and how they fit together, followed by providing time to
reflect on that knowledge.
Church attendees are often not aware of their understanding of different aspects of church
growth and others in the community (McTyre, 2015). Young & Hinsley (2012) found that certain
pieces of knowledge related to intergenerational interaction is rooted in the subconscious, and
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 115
need to be reflected on to be realized. As such, the recommended solution to increase
metacognitive awareness is, after receiving guidance, to provide opportunities to reflect on how
one thinks about how they think. Mayer (2011) suggests that individuals should be encouraged to
think about what they do and do not know about a given topic. Stakeholders will be asked to
reflect on their own awareness of church growth relating to the influencers identified in the
literature review, including the reflection on how their understanding of many of the topics may
benefit or hinder the church meeting its organizational goal. Stakeholders will also be
encouraged to self-monitor and assess their own activity in church growth, gauging their
thoughts and actions against their learnings, as recommended by Baker (2006).
Motivation Recommendations
Motivation is a construct that must be assessed by observing whether the stakeholder is
willing to produce enough effort to begin and complete a task (Mayer, 2011). Clark and Estes
(2008) pose three markers of motivation that relate to task performance-choice, persistence, and
mental effort. Choice is the action of starting a task. Persistence relates to the individual
persevering through a task while being presented with alternative options. Mental effort relates to
engaging in the search for and application of new knowledge that will lead to solving a problem
or completing a task. The literature identified several assumed motivational influencers required
to meet the organizational goal of Upper Valley Christian Church. These assumed motivational
influencers are identified in Table 19 with context specific recommendations that are focused on
solving the motivational issues identified. While two of the assumed knowledge influencers were
not validated, recommendations are outlined because of the importance these influencers have on
meeting the organizational goal.
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 116
Table 19

Summary of Motivation Influences and Recommendations

Assumed Knowledge
Influence: Cause,
Need, or Asset*

Validated
(V, N)
Principle and Citation Context-Specific
Recommendation
Church Attendees’
Self-Efficacy.
Attendees do not have
confidence that they
can increase the size of
the congregation to
include younger
generations to sustain
the health of the
organization

N Having high self efficacy
may have a positive
impact on motivation
(Pajares, 2006)
Not a priority
Church Attendees’
Attribution. Attendees
do not believe that the
church is not growing
because it is not
relevant to younger
generations

Y When individuals
attribute success or
failures to effort as
opposed to outside
influencers, motivation
increases (Anderman &
Anderman, 2009).
Challenging the
prevailing thought with
examples that do not fit
that image increases
learning (Kloss, 1994)
Provide information and
feedback that educates
Attendees on what leads to
success and why failures are
happening. Provide concrete
examples that challenge
prevailing thought and ask
stakeholders to defend it.
Church Attendees’
Expectancy Value.
Attendees do not
believe they can
complete their
stakeholder goal nor
are they motivated to
do so
N When individuals value a
task and have a higher
expectation for success,
there will be a higher
probability of positive
outcome (Eccles, 2006)
Not a priority

Self-efficacy. Attendees of the church need to have the confidence that they can increase
the size of the congregation to include younger generations to sustain the health of the
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 117
organization. This confidence, or self-efficacy, may have a positive impact on motivation
(Pajares, 2006). As such, the recommendation for improving self-efficacy for attendees is to
provide opportunities for reflection on their ability to increase the size of the congregation, and
provide training tools that focus on behaviors that build self-efficacy. Attendees should be
provided timely feedback on simple task training and more space to learn on more complex self-
efficacy building training.
Attendees that understand what factors attract and retain new attendees, as well as
knowing how to implement these factors will aid in growing the size of a congregations (Twenge
et al., 2015). Individuals with higher self-efficacy are more confident in their ability to apply
changes to an organization (Grossman & Salas, 2010). Self-efficacy has a strong influence on the
active choice for an individual to begin a task (Dierdorff, Surface & Brown, 2010), which will
influence whether an individual will begin working on meeting the organizational goal.
Attribution. Attendees of the church need to attribute the church not meeting its
organizational goal to the congregation not being relevant to younger generations. When
individuals attribute success or failures to effort as opposed to outside influencers, motivation
increases (Anderman & Anderman, 2009). Pintrich (2003) discusses the need for individuals to
receive accurate, clear feedback on what an individual's role is in helping meet the goal, and
provide direction and training to guide them such that they understand what they need to do to
help meet their individual obligations that relate to the organizational goal. The recommendation
for attendees then is to provide training that would include presentations and documents that
inform them what leads to church growth among younger generations, as well as what
influencers damage church attendance. In addition, individuals should be provided feedback on
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 118
what their individual strengths and weaknesses they have regarding the organizational
influencers.
Attendees and churches that effectively engage in practices that will increase relevance in
younger generations will increase attendance and retention. Younger generational cohorts are
more interested in authenticity (Twenge et al., 2015; Brown, 2016), community service (Sellon,
2014; Webb et al., 1998; Hayward & Krause, 2014; Saunders, 1999; Krejcir, 2017; Recklessly
Alive, 2016), effective communication strategies (Bolu, 2012; Taylor, 1997; Mckenna & Eckard,
2009; Brown, 2016), among others. According to Barna Group (2017), churches need to
recognize that addressing these influencers will lead to church growth, while not addressing them
will decrease relevance.
Expectancy Value. Attendees need to believe that they can complete their individual
stakeholder goal and need to be motivated to do so. When individuals value a task, and have a
high expectation for success, there will be a higher probability of a positive outcome (Eccles,
2006). Motivation of attendees is driven by their expectancy of a positive outcome and value in
completing the task. As such, attendees should be provided guidance and materials that stress the
importance of the task, and be provided with modeling and materials that will guide them on
how to complete the task.
Church attendees should believe that they can and should complete their stakeholder goal
and that in doing so they will be an integral piece of the congregation meeting its global goal.
Young and Tinsley (2006) found that church attendees that are motivated to make change are
more likely to find value in tasks related to church growth. Additionally, Eccles (2006) posits
that learning and motivation increase when the leaner values the task. Utilizing guidance through
print materials and workshops that increase awareness of the value of the task, as well as the
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 119
attainability of the task through proper implementation, will lead to an increase in motivation by
stressing the probability of success through proper implementation and training.
Organization Recommendations
Barriers to organizational change may be rooted in the structure and heart of the
organization. Not having adequate resources, materials, clear direction and policies, or support
can hinder organizational success, which may be part of the culture of an organization (Clark &
Estes, 2008). Often, resources may exist but be misaligned with the organizational mission,
leading to dysfunctional organizations (Clark & Estes, 2008). Gallimore and Goldenberg (2001)
propose two cultural constructs relating to culture: cultural models, which pertain to the
perceived beliefs and values espoused by individuals or groups within the organization, and
cultural models, which are the settings and activities where the performance takes place. As
such, resource allocations and organizational processes, as well as cultural models and settings
need to align with each other within the organizational structure to meet the desired purpose and
goals of the organization. Table 20 shows the organizational assets identified by the literature
that were validated through the data collection portion of the study.
Table 20
Summary of Organization Influences and Recommendations
Assumed Organization
Influence: Cause, Need, or
Asset*
Priority
Yes, No
(Y/N)
Principle and Citation Context-Specific
Recommendation
Organization

Organization is not
committed to changing some
of its long-standing
traditions and practices to
meet its mission and goal.
Y Organizational
effectiveness improves
when monitored and
evaluated in all aspects
of the organization, and
consult research to
better understand
change opportunities
Encourage
stakeholders to bring
some of the old in to
the new model to
manage transition.
Acknowledge losses,
encourage focus on
the future and the
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 120
(Kluger & Denisi,
1996; Waters, Marzano
& McNulty, 2003).
Individuals move
through a change
through a transitional
process that is best
accompanied by strong,
intentional leadership
(Bridges, 1991).

path, mark endings of
change or stage. Do
not ridicule past.
Resources are not allocated
to programs that will support
the mission of the
organization and the
achievement of its goals
Y Organizational
effectiveness improves
when individuals
believe a task is in line
with the mission and
vision, and stakeholders
are motivated and
believe in a positive
outcome (Knowles,
1980; Waters, Marzano
& McNulty, 2003)
Establish goals in line
with mission, align
activity to those goals,
utilize human and
financial resources to
meet those goals.
Organization does not utilize
communication and
marketing through channels
that effectively convey
church mission, vision, and
events
N Leaders understand
how to utilize
communication to
promote change
(Lewis, 2011) Leaders
know how to build and
foster strong
communication among
attendees of the
organization (Fix &
Sias, 2006)
Not a priority
Organization has adequate
leadership team that is
qualified to develop and
implement organizational
goal and model one’s
behavior
Y Primary characteristics
described as the best
are trust, compassion,
stability, and hope
(Rath & Conchie,
2009)
Recruit leaders to the
organization that are
qualified and
motivated to meet
organizational goal
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 121
Organization does not
implement community
service programs that
support the mission of the
organization and meet the
needs of members of the
community or provide
sufficient opportunity and
support for volunteers
Y Organizational
effectiveness improves
when individuals
believe a task is in line
with the mission and
vision, and stakeholders
are motivated and
believe in a positive
outcome (Knowles,
1980; Waters, Marzano
& McNulty, 2003)
Establish goals in line
with mission, align
activity to those goals,
utilize human and
financial resources to
meet those goals.
Organization does not
encourage a culture that is
authentic and welcoming
Y Organization is most
effective when a
collaborative approach
is taken to problem
solving; learners resist
if they feel others are
forcing information on
them (Fidishun, 2000;
Schein, 2010).
Network ideas, utilize
workshops, bring
diverse ideas, identify
discrepancies between
value and behavior
Pastoral leadership of the
church does not exhibit
qualities that support the
organizational mission
N Primary characteristics
described as the best
are trust, compassion,
stability, and hope
(Rath & Conchie,
2009)
Not a priority
Organization does not have a
vision that clearly supports
the mission of the church
Y Leaders should focus
on a strong vision, and
direct learners to that
vision to improve
outcomes (Waters,
Marzano & McNulty,
2003)
Utilize a collaborative
approach to crafting a
vision, check the
vision periodically,
and make sure it is in
line with the intended
direction of the
organization
Cultural Model

Attendees do not believe
Christians share the same
behaviors, beliefs,
interpretations, and values.
Y Organization is most
effective when a
collaborative approach
is taken to problem
solving; learners resist
if they feel others are
Network ideas, utilize
workshops, bring
diverse ideas, identify
discrepancies between
value and behavior.
Offer opportunities for
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 122
forcing information on
them (Fidishun, 2000;
Schein, 2010).
Challenging the
prevailing thought with
examples that do not fit
that image increases
learning (Kloss, 1994)
individuals to explore
alternatives and
defend each
alternative. Encourage
openness of ideas and
a safe environment.
Utilize statements as
opposed to
questioning to
provoke critical
thought.
There is not a need to
increase diversity
Y Organizations and
leaders should be aware
of biases and prejudices
within themselves and
the organization
(Bensimon, 2005),
Effective leaders
promote diversity from
the top down (Stevens
Plaut & Sanchez-Burks,
2008). Racial
metacognition is jarred
through events that
increase awareness of
diversity and value
between different racial
groups (Helms, 1992)
Create policies and
training programs
within church
leadership and
congregation that
educate and focus on
inclusion, biases,
reflection, and
importance of
diversity. Utilize
storytelling and
training programs or
immersions that
promote cognitive
challenges to
encourage movement
through stages of
racial identity
development.
The church does not need to
change
Y Organizational
effectiveness improves
when monitored and
evaluated in all aspects
of the organization, and
consult research to
better understand
change opportunities
(Kluger & Denisi,
1996; Waters, Marzano
& McNulty, 2003).
Identifying the need for
change, and a solution
or alternative that is
superior to the status
quo. (Bridges, 1991)
Offer valid
alternatives to current
church model that can
be perceived as valid,
creating an
opportunity for a “+1”
environment to
transition from duality
or multiplicity
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 123
Cultural Setting

The church should operate a
specific way
Y Organizational
effectiveness improves
when monitored and
evaluated in all aspects
of the organization, and
consult research to
better understand
change opportunities
(Kluger & Denisi,
1996; Waters, Marzano
& McNulty, 2003).
Identifying the need for
change, and a solution
or alternative that is
superior to the status
quo (Bridges, 1991).
Highlight value
brought on by the
change to be
implemented and
allow stakeholders to
wrestle with and
understand the
change.
Community service happens
at physical church location
Y Organizational
effectiveness improves
when individuals
believe a task is in line
with the mission and
vision, and stakeholders
are motivated and
believe in a positive
outcome (Knowles,
1980; Waters, Marzano
& McNulty, 2003).
Identifying the need for
change, and a solution
or alternative that is
superior to the status
quo. (Bridges, 1991).
Establish goals in line
with mission, align
activity to those goals,
utilize human and
financial resources to
meet those goals.
Highlight value
brought on by the
change to be
implemented and
allow stakeholders to
wrestle with and
understand the
change.

Organization and leadership need to promote diversity. Organizations and leaders should be
aware of biases and prejudices within themselves and the organization (Bensimon, 2005), and
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 124
effective leaders promote diversity from the top down (Stevens Plaut & Sanchez-Burks, 2008).
The need to promote diversity means that leaders within the organization must utilize methods
that promote a more diverse culture. Individuals that are in early stages of racial development
will not be able to understand the need or value in increasing diversity and understanding
(Helms, 1992). The recommendation for organizational leadership may be to create policies and
training programs within church leadership and the congregation that educate and focus on
inclusion, biases, reflection, and the importance of diversity. Additionally, utilizing storytelling
and workshops to promote understanding within the stakeholder groups may move them through
the stages of racial identity development.
Increasing racial diversity within the congregation will encourage growth in pools of
potential attendees that are not being reached that is a result of not having demographics that are
similar to those potential pools. Small (2001) found that diversity needs to be a central mission
of the current church. He points to the early church, identifying the valuing of attendees’
diversity as instrumental to its growth While churches tend to be made up of people from similar
ethnic and socioeconomic backgrounds (Tamney, 2005), having minorities will aid in growing
the congregation by having a larger group of people that potential attendees not currently
represented can relate to (Sellon, 2014). Additionally, having a more culturally diverse
subculture within an organization will bring innovation to the organization that will result from
the addition of diverse views being represented (Schein, 2010). Leadership should promote this
increased diversity; effective leaders are committed to valuing diversity through actions that are
inclusive and drive a culture of inclusion that increases diversity (Angeline, 2011; Prieto, Phipps
& Osiri, 2009).
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 125
Organization and leadership need to utilize effective communication skills that will lead
to organizational change. Transformational leaders understand how to utilize communication to
promote change (Lewis, 2011), and how to build and foster strong communication among
attendees of the organization (Fix & Sias, 2006). As such, the recommendation for organizational
leadership is to promote communication training within the organization to better equip leaders
to communicate. Leadership should utilize these behaviors to encourage attendees to begin to
utilize effective communication.
The complexity of change required to meet the organization goal will require
exceptionally effective communication strategies. Lewis (2011) posits that successful
organizational cultures promote communication that comes from the leadership as well as
between attendees of the congregation. He found that organizations that communicate effectively
will promote communication between attendees to reinforce the mission, vision, and goals of the
organization. Kezar (2001) asserts that communication effectiveness is framed by leadership in
the organization. Effective communication by leadership will provide clear guidance for
stakeholders. Leaders that use storytelling to communicate the change needed may assist in
implanting complex and difficult to accept change (Denning, 2005; Lewis 2011).
Integrated Implementation and Evaluation Plan
Implementation and Evaluation Framework
This recommendations for implementation and evaluation was guided by The New World
Kirkpatrick Model, which is rooted in the original four level Kirkpatrick method of evaluation
and assessment (Kirkpatrick & Kirkpatrick, 2016). The original four level model started with
Level 1, which identified reaction to the training program, Level 2, which assessed whether
learning was taking place and to what degree, Level 3, where transfer of learning was assessed to
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 126
determine if the training was effectively being used, and Level 4, which assessed whether the
training program was successful by gauging whether the original goal was met. Under the new
model, the order of the levels was reversed, starting with the 4
th
level and moving to the 1
st
. The
final desired outcome is developed first, and worked down to behaviors that result from transfer
of learning, the acquisition of knowledge and skills, and finally determining reaction to the
training. By doing the model in reverse, there is more accountability that takes place via
formative evaluation and support from the organization.
Organizational Purpose, Need and Expectations
The mission of Upper Valley Christian Church is to train attendees in biblical principles
to impact the world. As an extension of this mission, the church developed a goal to increase
weekly attendance to better achieve the organizational mission. This project examined what
knowledge and skills, motivational, and organizational barriers prevent the attraction of new
attendees to the church. The proposed solution is a comprehensive program that incorporates
workshops and seminars that will educate current attendees on the knowledge and skills and
motivation relating to attendance among younger generational cohorts. This proposed solution
should ultimately lead to the increased attendance that the church desires.
Level 4: Results and Leading Indicators
Table 24 shows the proposed Level 4: Results and Leading Indicators in the form of
outcomes, metrics and methods for both external and internal outcomes for Upper Valley
Christian Church. If the internal outcomes are met as expected because of the training and
organizational support, then the external outcomes should also be realized.

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 127
Table 21

Outcomes, Metrics, and Methods for External and Internal Outcomes
Outcome Metric(s) Method(s)
External Outcomes
1. Increased attendance
from underrepresented
demographic populations
in the church that are
present in the community

The number of new attendees
that visit the church from
underrepresented demographics

Solicit paper or online
attendance cards, trained
attendees of congregation will
look for new attendees

2. Increased retention of
new visitors

Visitors that try out the church
stay in the church

Solicit attendance cards, utilize
weekly attendance tallies,
monitor new visitor
involvement

3. Increased attendance
from currently represented
demographic populations
in the church that are in
the community
The number of new attendees
that visit the church
Solicit attendance cards, trained
attendees of congregation will
look for new attendees

Internal Outcomes
4. Increased stakeholder
participation in bringing
in new guests
The number of new attendees
that come in through regular
attendee referral
Aggregate data from paper or
online attendance cards section
“how did you hear about us”
5. Increased value in
bringing demographic
diversity to the
congregation among
attendees
The degree of change between
current value of diversity and
future value of diversity
Attendees surveys, including
Helm’s white racial identity
surveys.
6. Increased
understanding of diversity
of thought regarding
biblical interpretation
The degree of change between
current understanding of
diversity of interpretation and
future understanding of diversity
of interpretation
Attendees Surveys
7. Increased participation
in community service
activities
The number of attendees that
participate in community service
programs
Program participation counts
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 128
8. Increased participation
in effective community
service programs
The number of community
service programs
Internal program counts
9. Church model is more
conducive to meeting the
needs of potential
attendees
The number of weekly attendees Solicit paper or online
attendance cards, trained
attendees of congregation will
look for new attendees

10. Adherence to the
vision of the church
Ability to recite vision of the
church
Attendee survey
11. Adherence to the goal
of the church
Ability to recite goal of the
church
Attendee survey
12. Increased usage of
social media and
electronic mediums
Number of followers on social
media, web page visits
Track number of followers and
page visits
13. Development of
intergenerational
mentoring and
collaboration programs
Number of participants in
mentorship program
Internal program participation
tracking
Level 3: Behavior
Critical behaviors. The stakeholders of focus are regular attendees of Upper Valley
Christian Church. The first critical behavior is that they convey behaviors that demonstrate
embracing diversity. The second critical behavior is that they develop programs that are relevant
to populations not currently represented in the church. The third critical behavior is that they
reallocate resources to programs relevant to church mission. The fourth critical behavior is they
actively participate in the development of a vision for the organization. The fifth critical behavior
is that stakeholders participate in the development of an organizational goal. The sixth critical
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 129
behavior is they actively participate in social media. The seventh critical behavior is they
actively participate in mentor/mentee programs. The eighth critical behavior is they actively
participate in the newly developed church model. The specific metrics, methods, and timing for
each of these outcome behaviors appears in Table 22.

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 130
Table 22

Critical Behaviors, Metrics, Methods, and Timing for Evaluation
Critical Behavior Metric(s) Method(s) Timing
1. Convey behaviors
that demonstrate
embracing diversity
The number of
stakeholders that
respond to survey data
favorably to
increasing diversity

Survey attendees on
behavior and
perceptions toward
diversity
1a. During the
beginning of
diversity program
implementation

Thereafter-Twice
annually
2. Develop programs
that are relevant to
populations not
currently represented
in the church
The number of new
programs developed
that relate to attracting
and retaining these
populations
Track new programs
developed
Before attendee
training program

Thereafter-
Regularly
3. Reallocate
resources to programs
relevant to church
mission
Financial allocation
metrics
Finance Committee
Reports
Before attendees
training program

Thereafter-
Regularly
4. Participate in the
development of a
vision for the
organization
New vision statement Observation of new
vision statement
Post attendee
training
5. Participate in the
development of an
organizational goal
New goal statement

Observation of new goal
statement
Post attendee
training
6. Interaction with
social media
Number of attendee
followers and
interaction
Follower counts and
interaction counts
Quarterly
7. Develop a
mentorship/cross
generational
collaboration program
The number of
attendees participating
in program
Attendee survey and
participation counts
Post training
program

Thereafter-
Quarterly
8. Adapt church
model and format

Required drivers. Regular attendees of Upper Valley Christian Church will require
support and direction to meet their individual goals. These support and direction resources will
come from the organizational leadership. Support and direction will require positive
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 131
reinforcement and time, which will lead to better knowledge and motivation regarding the
organizational goal. Table 23 shows the required drivers to support the new behaviors.
Table 23

Required Drivers to Support Attendees’ Critical Behaviors
Method(s) Timing Critical Behaviors Supported
Reinforcing
Follow up meetings on
training workshops
Ongoing 1, 2, 3, 6, 7
Email reminders and case
studies
Ongoing 1, 2, 3, 6, 7
Guest speakers to discuss
subject matter
Intermittently, as opportunities
are made available
1, 2, 3, 6, 7
Focus groups to discuss
subject matter.
Ongoing 1, 2, 3, 6, 7
Encouraging
Collaboration and peer
modeling during team
meetings.
Weekly 1, 2, 3, 6, 7
Feedback and coaching from
Church Leadership
Ongoing 1, 2, 3, 6, 7
Rewarding
Public acknowledgement,
when organizational
performance hits a benchmark
Quarterly, or project-based 1, 2, 3, 6, 7
Group celebrations when
organization meets benchmark
Project based 1, 2, 3, 6, 7

Monitoring
Supervisor can create
opportunities at All-Hands
meetings for attendees to
share success stories
Quarterly 1, 2, 3, 6, 7
Supervisor can ask course
participants to self-report their
confidence and self-efficacy
in job-related tasks
Two months after training 1, 2, 3, 6, 7
Church leadership can assess
the performance of the
attendee through frequent
checks
Ongoing

1, 2, 3, 6, 7

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 132
Organizational support. The organization will support these drivers through first
developing internal training programs so leadership can model required behaviors. Organization
will direct training and evaluation programs according to final acceptance of recommendations.
The organization will continually evaluate the effectiveness of training programs and support
resources and adjust as is necessary.
Level 2: Learning
Learning goals. Following completion of the recommended solutions, the stakeholders
will be able to:
1. Articulate the organizational goal (D)
2. Recognize that individuals have differing interpretations of biblical historical
reliability (D)
3. Recognize that individuals have differing interpretations of biblical stances on many
topics (D)
4. Understand the need for the church must grow (C)
5. Understand the relationship between increasing diversity and church growth. (C)
6. Understand that the church needs to change, (C)
7. Understand that many people find church to be inauthentic and understand why that
is. (C)
8. Understand why people attend church. (C)
9. Understand the benefits of community service and be motivated to participate. (C, P,
Value)
10. Understand the benefits of mentoring and be motivated to participate. (C, P, Value)
11. Know how to increase relevance to younger generations (P)
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 133
12. Reflect on how they contribute to the organization meeting its goals (M)

Program. The learning goals listed in the previous section will be achieved with training
programs that will outline each individual learning outcome. These learning outcomes
will cover issues of diversity of individuals, thought, organizational support, recruiting, and
retention of new attendees. Learning will cover simple definitions and understandings that will
serve as a foundation for more complex ideas pertaining to each outcome. The program will
include several general workshops, as well as voluntary courses covering topics that may be
more difficult to digest, including subjectivity of items like biblical interpretations, diversity, and
resource allocation. There will be four workshops, each lasting approximately two hours. There
will be Each course will be conducted over several week periods, and will focus on one specific
topic. Storytelling, books, and other tools will be utilized to aid learners in gaining new insights
Components of learning. Assessing learning, which begins with foundational
declarative knowledge and builds to conceptual, procedural, metacognitive, and into motivation
is vital to understanding the efficacy of the learning program. As such, Table 24 lists the
evaluation methods and timing for these components of learning.

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 134
Table 24

Components of Learning for the Program.
Method(s) or Activity(ies) Timing
Declarative Knowledge “I know it.”
Knowledge checks using multiple choice and
questionnaires.
During workshops
Knowledge checks through discussions, “pair,
think, share” and other individual/group
activities.
During workshops and seminars

Procedural Skills “I can do it right now.”
Demonstration in groups and individually of
using the job aids to successfully perform the
skills.
During the workshops. .
Quality of the feedback from peers during
group sharing
During the workshops.
Retrospective pre- and post-test assessment
survey asking participants about their level of
proficiency before and after the training. .
At the end of the workshop.
Attitude “I believe this is worthwhile.”
Instructor’s observation of participants’
statements and actions demonstrating that they
see the benefit of what they are being asked to
do on the job.
During the workshop.
Discussions of the value of what they are being
asked to do on the task.
During the workshop.
Retrospective pre- and post-test assessment
item.
After the course.
Confidence “I think I can do it on the job.”
Survey items using scaled items Following each module/lesson/unit in the
asynchronous portions of the course.
Discussions following practice and feedback.

During the workshop.
Retrospective pre- and post-test assessment
item.
After the course.
Commitment “I will do it on the job.”
Discussions following practice and feedback.

During the workshop.
Ask participants to create an individual action
plan.

During the workshop.
Retrospective pre- and post-test assessment
item.
After the course.

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 135
Level 1: Reaction
It is important to understand how a learner reacts to a training, whether they are engaged
or relevant to their role in the church organization. Reactions can be assessed and gauged by the
individual guiding the workshop or seminar through observation. The individual can also engage
in pulse checks, brief pauses in the workshop or seminar where individuals are asked for
feedback on how well they are appreciating the learning, and if they are receiving clear direction
on the content matter (Kirkpatrick & Kirkpatrick, 2016). Reactions can also be assessed through
observations by other individuals asked to participate in gauging reactions, as well as surveys
utilized during or after the workshop. Table 25 identifies the methods that will be used to assess
reaction during and after workshops and seminars.
Table 25

Components to Measure Reactions to the Program.
Method(s) or Tool(s) Timing
Engagement
Observation by instructor/facilitator During the workshop
Attendance During the workshop
Course evaluation Two weeks after the course
Relevance
Brief pulse-check with participants via survey
(online) and discussion (ongoing)
After every module/lesson/unit and the
workshop

Course evaluation Two weeks after the course
Customer Satisfaction
Brief pulse-check with participants via survey
(online) and discussion (ongoing)
After every module/lesson/unit and the
workshop

Course evaluation Two weeks after the course.

Evaluation Tools
Surveys will be administered online via email to all attendees of training seminars and
workshops. The attendees will be informed of the first survey after the first workshop and asked
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 136
to participate in an anonymous survey. The second survey will be conducted at the end of the
workshop and seminar series. Surveys will utilize Likert style questions ranging from strongly
agree to strongly disagree. These surveys will allow seminar and workshop leads to assess the
effectiveness of the teachings during the series to adjust, as well as after each series. See
Appendices E and F for sample survey instruments.
Immediately following the program implementation. To assess level 1 reactions,
during the training workshops, instructors will conduct pulse checks to be certain that the
instructor is meeting the learning needs of attendees. The instructor will also assess the attendees
for attitudes and body language that shows engagement and interest in the workshops. For Level
2 assessment, knowledge checks will be conducted using questions to prompt attendees to
display understanding, as well as providing opportunities for attendees to interact with their peers
and discuss subject matter, ultimately engaging in discourse that will display comprehension.
Immediately following the first workshop, attendees will be notified that they will receive an
email with a survey link that will consist of details discussed in Level 2, as well as reactions to
the training discussed in Level 1.
Delayed for a period after the program implementation. Upon completion of the
workshop, attendees will be asked to take a second survey that will address similar questions that
were presented during program implementation. The results of the survey will assess if attendees
gained interest, knowledge, and motivation relating to the subject matter.
Data Analysis and Reporting
The level 4 goal of attendees is to increase attendance in the congregation, particularly
among underrepresented younger generations. Weekly attendance will be reported in church
emails, showing the level of increase or decrease over previous weeks. Because church
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 137
attendance is seasonal, it will also be comparatively displayed against previous years. Monthly
attendance trend reports will be shown to the congregation, include demographic information
gathered from attendance cards. At the annual church meetings, presentations will be shown to
attendees to show where successes are happening, and will be accompanied by a church
celebration. The general format for reporting is displayed in Figure 6.
The Level 3 goal of attendees is to display behaviors resulting from the learnings in the
training program. These include displaying behaviors that convey an embrace for diversity,
reallocating resources to programs aimed toward meeting the organization goal, participating in
programs that will incorporate multiple generations, increasing community service involvement,
and changing the structure of the church service. The tools for assessment earlier will be
aggregated into quarterly reports shown to the congregation, highlighting improvements in areas
and showing opportunities to engage in areas that are not being met. The general format for
reporting is displayed in Figure 7.
The Level 2 goal of attendees is to demonstrate learning and transfer of workshops and
seminars. This goal is assessed through various instruments that will be reported at the end of
seminar or workshop series through email through attendees showing the areas of improvement,
as well as opportunities to revisit topics that have not shown transfer. The general format for
reporting is displayed in Figure 8
The Level 1 goal of attendees is to have a positive reaction to training programs. The
results of the instruments used to assess the reaction will be aggregated and shown to attendees
and potential future attendees. The general format for reporting is displayed in Figure 8.
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 138

Figure 8
Format for reporting graphs to attendees
Summary
The framework that was utilized for developing an improvement plan for executing
evaluating the improvement was The New World Kirkpatrick Model (Kirkpatrick & Kirkpatrick,
2016). This model has proven to be an effective way to help organizations meet their stakeholder
goals. As such, it is assumed that if the plan is implemented and followed correctly, along with
the aid of the organization implementing support and guidance, will lead to the stakeholders
meeting their goals and improving the organization. This plan was created based on the review of
literature that identified and validated assumed influencers that relate to the problem of practice
of churches not remaining relevant to younger populations. If this recommended solution, which
is informed by the literature, leads to the success of the organization meeting its goals, this model
may be applied to other organizations experiencing similar problems. Conversely, if the
implementation plan is not successful, will inform the researcher and organization that future
research and intervention is required.

0
5
10
15
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Feeling Efficacious about Growing Attendace
Start of Worksop vs End of Workshop
Survey 1, Start of Workshop: Number of respondents who feel efficacious about
growing attendance
Survey 2, End of Workshop: Number of respondents who feel efficacious about
growing attendance
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 139
Future Research
The recommendations presented in this study follow the Clark and Estes (2008) Gap
Analysis framework, which was designed for rational organizations. Under this framework,
recommended solutions can follow a clear path, including adding or removing individuals from
the organization, or implementing processes and trainings that will create alignment with the
mission and goals. Churches, however, are not rational organizations. The complexities found
within a church are deeply rooted in belief systems and worldviews that, simply put, are not
rational. The literature review portion of Chapter 2 offered that individuals have differing
understandings of the Christian worldview; topics such as historical events in the bible, human
sexuality, even social justice or political understandings, are dramatically different within
congregations. The church is made up of individuals with different perspectives that are unified
under differing belief systems that generally point in a similar direction. For example, responses
in the data collection showed that attendees did not agree on the goal of the church, or how even
on the function of the church. Organizations are made up of individuals with differing
understandings, which may lead to irrational actions that need to be managed through (Ashkenas,
2012). Organizations that have a formal leadership structure and goals will have a clear path to
rational decision making (Scott, 1998). Because churches are not a top-down hierarchy, there is
not an ability to implement recommendations in the same way that a rational organization would.
As such, in practice, the recommendations in this study are not likely work as presented.
For the church to succeed in meeting its goals, much work will have to be done. The
process will not be as simple as providing recommended knowledge, motivational, and
organizational tools. Rather, individuals will have to learn to understand why they think what
they do as well as how and why others think the way they do. This will require an increased level
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 140
of metacognition, being open to understanding and reflecting on their own biases and
understandings.
Recommendations for future research may focus on how to tailor a gap analysis to a non-
rational organization so the church can move forward in closing those gaps. Johnson (1998)
claims that individuals are raised and educated under the pretenses of finding the right answer,
although there are often individuals or groups within an organization that do not identify the
same answer as the correct one. He calls this polarity, which is born out of potential unsolvable
differences; this polarity will damage the organization, particularly if the organization sides with
one of the perceived beliefs. As a means to manage solvable problems and unsolvable polarities,
Johnson advocates for the utilization of Polarity Management, a tool that works to strike a
balance between the strengths and concerns of the different groups to have a more effective
organization. This concept of polarities will be particularly important to consider given the
complexities of belief systems that exist within a church.
Managing through these different understandings will be a complicated and tedious task.
There are three models that have been found by the researcher to be potentially useful and
relevant in informing future recommended research. William Perry’s Theory of Intellectual and
Ethical Development (Perry, 1970) is a model for how intellectual and moral development
occurs through a series of nine positions, ultimately leading to one’s own personal understanding
of the world around them. Helms’ White Racial Identity Development Model (Helms, 1992)
identifies a process that white individuals go through in understanding racial identity. Bridges’
transition development model (Bridges, 1991) describes how organizations can navigate change
by successfully managing transitions. While these may not all apply, it was the belief of the
researcher that many of the influencers identified through data collection, including diversity and
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 141
belief systems, are complex and will not fit in to the change models employed in Kirkpatrick and
Kirkpatrick’s New World Model (2016) and Clark and Estes KMO model (2008).
William Perry’s Theory of Intellectual and Ethical Development
The theory was originally developed to address how college students “journey” through 9
stages, or what he calls “positions” regarding intellectual and moral development (Perry, 1970).
The model has been shown to be effective in other contexts for explaining how meaning is made
(Rappaport, 1984). The model asserts that individuals go through a process triggered by
cognitive dissonance to come to their own personal understanding of knowledge and ethics, and
that when faced with a challenge, they may choose to evolve in their knowledge and
understanding, or may revert to an earlier patterns of meaning-making. These stages can be
found in table 26. The main principle of the theory is that individuals interpret meaning through
one of four main lenses, and each of those lenses represents a stage shaped by the individual’s
cognitive development and experiences with others. Initially, Perry asserted that individuals view
right and wrong dualistically, as black and white, with a belief that there is one right answer, and
that authority figures know that one right answer. As individuals encounter authority figures who
may not know the “right” answer, or encounter two equally compelling right answers, they move
into multiplicity, a stage characterized by understanding that there can be multiple correct
options for a given problem. Eventually, Perry argued, individuals learn that some right answers
are better than others, by virtue of context or consequences, and they move into the stage of
Relativism. One’s thinking in this stage is characterized by understanding that right answers can
be relative, what is “right” may depend on the circumstances—that perhaps there is no absolute
right answer. The final stage, “commitment to relativism,” occurs when the individual realizes
they need to commit to a right answer, or a set of values, that makes the most sense for them. A
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 142
dualist and a person committed to relativism may end up with the same values, but the person in
“Commitment to relativism” has arrived at that commitment after deep thought, while the dualist
has accepted those values because they trust the authority figure asserting them.
This model may be useful to guiding a change program for stakeholders of Upper Valley
Christian Church, as it is possible that many individuals have not moved beyond the early stages
of the model. Intellectual development may not extend beyond around age ten regarding
religious worldview understanding (Korniejczuk, 1993). For example, individuals may stay in
the dualistic phase, where they do not move past the belief that the Bible is the absolute truth
without considering other alternatives that one may encounter by moving through the later stages
of Perry’s model. This is not to say, however, that their original understanding was incorrect; an
individual may revert to their original understanding after moving through the stages of the
model through their own reasoning, but will have a stronger understanding of alternatives and be
open to other ideas (Perry, 1970). The process of moving through the later stages of the model
allows for stronger empathy, objectivity, ability to clearly articulate their understanding of a
given topic, such as religious commitment.
Perry’s model assumes that individuals should advance through his stages if they are to
become successful adults. As with other stage theories, Perry suggested that the way to help
individuals move forward through the stages is to create opportunities that expose them to
challenges that force them to create new ways of reasoning. Cognitive theorists call this creating
a “+1” environment (Enright, Lapsley, Harris & Shawver, 1983). For dualists, creating a +1
means putting two equally valid right answers before them, and/or demonstrating that a trusted
authority figure may see more than one right answer. For those in multiplicity, it means creating
opportunities to see that what is right may depend on the circumstances of an event. Results of
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 143
the data collection identified cultural models and settings that exist that limit stakeholders’
understanding of biblical understanding and interpretation, which the literature has identified as a
barrier to church growth.
Table 26
Stages of William Perry’s Theory of Intellectual and Ethical Development
Category Position Concept Potential Outcome
A. Dualism/Received
knowledge
Individuals understand that
there is a clear right and
wrong born out of
knowledge they received or
were taught

1. Basic
Duality
Individual understands
there is an answer for
everything, it just needs to
be found

2. Full
Dualism
Individual understands
there is disagreement
between right and wrong
between authorities, the
individual must decipher
who best knows right and
wrong

B. Multiplicity/Subjective
Knowledge
Individual understands that
may be more than one right
answer to a dilemma, and
must listen to their "inner
voice"

3. Early
Multiplicity
There are things that are
known, and things that are
unknown, individual must
learn how to find the
answer

4. Late
Multiplicity
Belief that some things are
not known, and some
things cannot be solved. As
such, it doesn’t matter
which solution is chosen
Individual may
choose to resort to a
previous
understanding of the
"known," or abandon
search for it.
C. Relativism/Procedural
Knowledge
Utilizing reasoning to
attempt to make meaning
for one’s self

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 144
In addition to Perry’s Theory of Intellectual Development (1970), other resources may be helpful
to guide and frame future research, such as the Helms’ White Racial Identity Development
Model(1992) and Bridges Transition Model (1991).
Helms’ White Racial Identity Development Model
Janet Helms developed a model of white racial identity that was born out of her
experiences growing up and in academia (Carter, 1995). The model posits that white people are
in the stages, consciously or unconsciously, of a process to understand their own racial identity
and those of other racial groups (Helms, 1992). Growing up in largely African American
communities and excelling in school, Helms did not experience much racial bias. When she
enrolled in college, she noticed early that there was an inexplicable racial bias, learning early on
that many white individuals, particularly college instructors did not find her to be as qualified as
many white counterparts. In fact, she recalls a time an instructor claimed that “they had never
given an A to a black student” (Carter, 1995). After receiving “B” grades on assignments that she
believed to be “A” work, she decided to copy the work of a white peer who always received
5. Contextual
Relativism
There is reasoning behind
all options, the individual
must learn how to evaluate
alternatives

6. Pre-
Commitment
Individual understands the
necessity to make a choice
and commit to an
alternative

D. Commitment/Constructed
Knowledge
Integration of personal and
learned knowledge

7.
Commitment
Individual makes a
commitment

8. Challenges
to
Commitment
Individual experiences
ramifications of
commitment

9. Post-
Commitment
Individuals understands
that the chosen alternative
develops and will evolve
Journey may be
repeated at different
positions depending
on the subject
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 145
excellent marks, and turned it in, receiving a “B+” while her peer received an “A.” When she
approached the teacher to ask why she did not earn an “A,” she was told that she did not put
enough effort in (Carter, 1995). This example, among many others allowed her to develop this
psychological model that Helms claims every white individual experiences.
The model identifies six stages that a white individual can be in according to Helms
(1992), outlined in table 27. Central to the model is the idea that for white people to become at
peace with their identity, they need to reconcile their understanding of and relationship to racism
in the US. The reconciliation is important, because one must wrestle with their racial identity to
get to the point of full racial identity awareness and recognition that will lead to embracing racial
identity differences as an asset, while simultaneously rejecting racial injustice. Helms (1992)
classified two stages, abandonment of racism and defining a non-racist white identity. In short,
the first phase passes through three statuses where an individual recognizes racial differences,
and decides that their white racial identity is superior. In the second phase, the individual begins
to abandon their racial biases, feels complex emotions including guilt, and eventually ends at an
acceptance of their own racial identity, and aims to eliminate racial privilege.
The literature review identified a lack of diversity as an influencer that hinders church
growth. The results and findings showed that this influencer is present in the stakeholder group,
which lead to the employment of this model as a guiding reference to the recommendations made
in chapter five.

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 146
Table 27
Helms’ White Racial Identity Development Model
Phase Status Description Condition
1. Abandonment of
Racism
Contact status Individual is oblivious to racism, day to
day choices are not driven by race, and
if they notice race, it is in a simplistic
fashion such as simply noticing
difference in skin color, not noticing
that any differences exist. Claim to be
color blind, and do not have extensive
experience with racial minorities.
Individuals do not find racial
differences important, and do not see
themselves as part of a dominant racial
group
Color blind
Disintegration status Individual is disoriented and anxious
about irresolvable racial moral issues
that create a forced choice between
racial loyalty and humanism.
Individual does not acknowledge racial
oppression, and finds the tension
between racial groups disheartening.
Understands there
are differences
between racial
groups
Reintegration status Societal ideologies push individual to
identify with own socio racial group
identity, becoming intolerant of other
racial minority groups. Blames
racial/ethnic minority problems on that
group
Identifies with own
racial identity as
superior
2. Defining a non-
racist White
Identity
Pseudo
independence status
Individual is provoked, typically by
witnessing a painful or eye opening
event or encounter which pushes them
to question reintegration status.
Individual attempts to understand racial
differences, and might try and interact
with other racial groups. Individual
attempts to understand other races by
finding similarities, and is not yet
aware of white privilege.
Wants to understand
racial differences
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 147
Immersion/Emersion
status
Individual begins to explore own racial
identity. Individual recognizes the
need to address one’s own racial
biases, and become an activist for
combating racism and racial oppression
Confronts own white
identity, feels guilty
Autonomy Reduced feelings of guilt, acceptance
of own role in racism, becomes
determined to abandon own white
privilege.
Embraces self and
diversity, abandons
white privilege
Bridges’ Transition Model
William Bridges experienced the death of his first wife, leading him to the identification
of two issues that accompany a change event: the change itself, and the transition (Bridges,
2017). Bridges identified change as a sort of barrier that needs to be crossed, while transition is
the process one goes through to get to across the barrier; essentially, change is external, and
transition happens internally, or mentally during a change process. He developed his transition
model that focuses on the individual feelings that one experiences during a change, and guidance
on addressing those feelings (Bridges, 1991).
This model identifies three transitionary stages that individuals pass through during a
change process that are helpful to understand during the process of implementing change. By
understanding potential feelings of individuals, leaders can better manage through the transition
for a successful change (Bridges, 1991). The stages, descriptions, and tools that will assist in
change are described in table 28. The gaps that have been identified as influencers within the
stakeholder groups through data collection have led to recommendations that will necessitate
change within the organization. As such, understanding what feelings may be associated with the
change process will be beneficial in supporting the process of implementing the recommended
solutions posed in chapter five.

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 148
Table 28
Bridges’ Transition Model
Stage Description Tools to assist
1. Ending, Losing,
and Letting Go
First stage experienced by an
individual when introduced
with change. Individual is
asked to leave something
comfortable, and may
experience fear, anger,
denial, frustration,
uncertainty
Acknowledge the feelings individual
is having, allow them space to
process change and let go of their
emotions. Reinforce benefits of the
change to develop their comfort
level with the change
2. The Neutral
Zone
Stage after change
implementation has started.
Individual may feel
impatient, confused, and
frustrated. May have low
morale and question the
change initiative
Look for small wins, meet regularly
and encourage participants through
re-enforcement
3. The New
Beginning
The final stage of transition.
Individuals are energized and
embrace the new initiative.
Begin linking performance to long
term objectives, highlight success
stories, reward individual and team
on transitional success
Utility of Guiding Frameworks
The literature identified complex knowledge, motivational, and organizational influencers
that will need to be addressed for Upper Valley Christian Church to meet its goals. Many of
these recommendations will challenge belief systems that currently exist within stakeholders,
which will be met with resistance. Employing William Perry’s Theory of Intellectual and Ethical
Development, Helms’ White Racial Identity Model, and Bridges’ Transition Model can assist in
developing future research in growing church attendance by understanding how people have
gained their understanding of the world and how to help them move into new stages of
understanding and tolerance.

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 149
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ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 165

Appendix A
Invitation to Participate in a Research Study

Introduction Upper Valley Christian Church member Drew Gaskell is conducting
research that will be used to finalize his Doctor of Education degree
through the University of Southern California. The research area of focus
is on church growth through attracting and retaining new members. The
research is being conducted by a voluntary study that will be conducted
at Upper Valley Christian Church.

Who is eligible to
participate?
Any current, regular attending member of Upper Valley Christian
Church. Regular attending members are those that attend service at least
once a month.

What kind of
information is the
study gathering?

The study is looking to gather information relevant to the church
growing and attracting new members.
How will the
research be
collected?
The research will be collected through two different methods. First, each
member will be asked to fill out a short survey. After the surveys are
completed and analyzed, Drew will ask for volunteers within the
congregation to participate in an interview process.

How will the
survey be
conducted?
The survey will be conducted through two different methods to give
respondents the opportunity to respond in a medium that is comfortable
to them: first, members who are comfortable using an online platform
can use the link “placeholder.” Second, members will be mailed a paper
copy or pick one up at the church office after service and either drop
responses off or mail them in.

Will my
responses be
confidential?

Although there will be demographic questions, there will not be any
questions that would identify an individual. The survey will be 100%
confidential.
How will the
interviews be
conducted?

The interviews will be conducted by appointment with Drew. You may
volunteer by email, Gaskell@usc.edu or phone, 509-945-5622. During
the appointment you will be informed that the interview will be recorded
and transcribed post interview. A series of questions will be asked
regarding the background of the interviewee, followed by a series of
questions related to the subject matter

Will the interview
responses be kept
Absolutely. Drew will not share individual results, and will keep any
information collected completely confidential on a password protected
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 166
confidential?

file. All results will be coded to maintain confidentiality.
Will the results of
the study be
shared?
Yes, results will be shared in an aggregated, anonymous manner. Drew
will complete a final report for the congregation once the program is
finished in December of 2017 and present findings at a meeting time
communicated with the congregation.

Investigator
Contact
Information

IRB Contact
Information

If you have any questions or concerns about the research, please feel free
to contact the Principal Investigator, Drew Gaskell (Gaskell@usc.edu)
and/or the Faculty Advisors, Chair Melora Sundt
(sundt@rossier.usc.edu) and Robert Filback (filback@usc.edu).
University Park Institutional Review Board (UPIRB), 3720 South Flower
Street #301, Los Angeles, CA 90089-0702, (213) 821-5272 or
upirb@usc.edu

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 167
Appendix B

University of Southern California
Rossier School of Education
3470 Trousdale Pkwy, Los Angeles, CA 90089

INFORMATION/FACTS SHEET FOR EXEMPT NON-MEDICAL RESEARCH

Growing Church Attendance: Factors that Influence Attracting and Retaining Members
from Younger Generations

You are invited to participate in a research study conducted by Drew Gaskell under the
supervision of Dr Melora Sundt at the University of Southern California because you are a
Member of Upper Valley Christian Church Research studies include only people who voluntarily
choose to take part. This document explains information about this study. You should ask
questions about anything that is unclear to you.

PURPOSE OF THE STUDY
Upper Valley Church member Drew Gaskell is conducting research that will be used to finalize
his Doctor of Education degree through the University of Southern California. The research area
of focus is on church growth through attracting and retaining new members, particularly from
younger generations. The research is being conducted by a voluntary study that will be
conducted at Selah Covenant Church.

PARTICIPANT INVOLVEMENT
If you agree to take part in this study, you will be asked to complete an online survey which is
anticipated to take about 10 minutes. You do not have to answer any questions you don’t want to
beyond the anonymous background questions, click “next” or “N/A” in the survey to move to the
next question.

You will be asked to volunteer to participate in a 30 minute audio-taped interview. You do not
have to answer any questions you don’t want to; if you don’t want to be taped, handwritten notes
will be taken.

CONFIDENTIALITY
The survey will be 100% confidential. Although there will be demographic questions, there will
not be any questions that would identify an individual. For the interview, information collected
will be transcribed, coded, and any association with the interviewee will be destroyed. All
information collected completely confidential on a password protected file.

INVESTIGATOR CONTACT INFORMATION
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 168
If you have any questions or concerns about the research, please feel free to contact the Principal
Investigator, Drew Gaskell (Gaskell@usc.edu) and/or the Faculty Advisor, Chair Melora Sundt
(sundt@rossier.usc.edu)

IRB CONTACT INFORMATION
If you have questions, concerns, or complaints about your rights as a research participant or the
research in general and are unable to contact the research team, or if you want to talk to someone
independent of the research team, please contact the University Park Institutional Review Board
(UPIRB), 3720 South Flower Street #301, Los Angeles, CA 90089-0702, (213) 821-5272 or
upirb@usc.edu.

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 169
Appendix C

Survey One Protocol
Q1 Membership
Church Member (1)
Non Member (2)

Q2 How often do you typically attend this church
1 time per month (1)
2 times per month (2)
3 times per month (3)
Every week (4)
Less than once per month (5)

Q3 How many years have you attended this church?
________________________________________________________________

Q4 Gender
Male (1)
Female (2)

Q5 Are you married?
Yes (1)
No (2)

Q6 What year were you born?

Q7 The data demonstrate that there is a disproportionately low number of members in the congregation under the
age of 45. In my opinion, this is because: (Please check all that apply)
The church does not provide enough programs that are attractive to younger generations (1)
The pastor of the church does not relate to younger generations (2)
There are not enough other younger individuals in the congregation for them to relate to (3)
The congregation does not develop relationships with younger generations (4)
The church is not spiritually rewarding (5)
The church does not get involved in the community enough (6)
Religion is just not as popular with younger generations (7)
The church is not diverse enough (8)
The church allocates resources to programs that are not relevant to younger generations (9)
The church is not relevant (10)
The church does not adequately address controversial issues (11)
Other (12) ________________________________________________

Q9 The church communicates its goals clearly with the congregation
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q10 The church communicates its vision clearly with the congregation
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 170
Q13 The vision for the church clearly supports its mission
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q14 The church adequately communicates with the community to make them aware of service times and programs
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q15 The church clearly communicates opportunities to volunteer within the congregation
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q19 The church website and social media are utilized appropriately to inform attendees and potential attendees of
events and information
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q20 The church clearly communicates events within the church
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q21 I am satisfied with the mediums the church uses to communicate relevant information to me
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q22 The church should be focused on meeting the essentials of those in need by providing food, shelter, clothing,
and financial resources
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q23 The church should be focused on meeting the spiritual needs of attendees
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 171
Q24 I am capable of helping the church meet its goal
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q25 I am motivated to carry out the mission and goals of the church
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q26 The church is making changes to will lead to increased attendance and growth
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q27 The church should be open to changes that could mean reducing or removing long held traditions, so long as it
doesn't sacrifice the core beliefs of the church
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q28 It is ok to lose members if they are not willing to change with the church
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q29 I believe the church is welcoming to people from all walks of life
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q30 The church has an atmosphere that is not judgmental
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q31 The congregation feels authentic to me
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q32 The financial and human resources of the church are being allocated to programs that will best support
attracting new attendees
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 172
Q33 The financial and human resources of the church are being allocated to programs that will best support current
attendees
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q34 The financial and human resources of the church are adequately allocated to programs that are in line with the
church mission
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q35 The church has adequate financial resources to implement policies and programming to attract new members to
the church
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q36 Church financial resources are allocated to the right programs to grow church attendance
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q37 The church is effective at making individuals feel acknowledged for serving
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q38 When members do things that hinder the congregation from carrying out its mission and meeting its goals, they
should receive correction from leadership
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q39 Current leadership of the church (pastors, council, leadership team) generally models behavior that represents
how the general congregation should behave
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q40 I am confident that the leadership of the church is capable of providing leadership to the church that will grow
the congregation
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 173
Q41 Church leadership is effective at promoting change that will lead to accomplishing church mission and goals
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q42 The right people are in place to lead the church
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q43 The church pastor should move members to action more than making them feel good
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q44 The church pastor should say the right thing, even if it may offend some people
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q45 The role of the church pastor is to make everyone feel welcome
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q46 Church pastors should focus mostly on scripture when preaching
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q47 Church Pastors should focus mostly on relating scripture to my life
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q48 The church provides adequate opportunity for me to volunteer
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q49 I see value in the programs I have the opportunity to volunteer in
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 174
Q50 The church has adequate programs that serve the community
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q51 The church values bringing diversity to the congregation
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q52 Women are valued in this church
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q53 I believe people from any race would be comfortable in this church
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q54 I believe people from any political orientation would be comfortable in this church
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q55 Increasing racial, economic, and age diversity of members should be a focus of the church
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q56 I believe people from any economic background would be comfortable in this church
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q57 I believe people from any sexual orientation would be comfortable in this church
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 175
Q58 Rank the following strategies regarding what you think is the optimal allocation of church finances for
stimulating membership growth, in order of importance from first to last
______ Increasing Church advertising (print, websites, social media, etc.) (1)
______ Increasing the number of Pastors and staff (2)
______ Improving facilities (3)
______ Increasing technological capabilities (4)
______ Engaging in more community service (5)
______ Providing members with training resources that would help them be better equipped to stimulate growth (6)

Q59 Which of the following community outreach focuses should the church be involved in (Check all that apply)
Community services focused on growing the church (1)
Community services focused solely on benefitting the community, regardless of benefit to church (2)
Community services in conjunction with organizations that do not share the same faith (3)
Helping promote local and state government policies that support the church (4)
Social justice activities internationally (5)
Social justice activities locally (6)

Q60 I would prefer to receive church communication through the following (check all that apply)
Mail (1)
Email (2)
Announcements at church (3)
Social Media (4)
Personal interactions (5)
Church Bulletins (6)
Church Website (7)
Phone Calls (8)

Q61 When people do beneficial things for the congregation, I believe that they should be rewarded by (check all that
apply)
Public Recognition, it is important for people to be noticed for the time they have put in (1)
A thank you letter, not much, but it goes a long way to receive a little thank you (2)
Nothing, it is our duty to serve others. Our rewards are not here (3)
A personal thank you from those served (4)
A material item such as a gift card or certificate. (5)

Q62 When thinking about what my role is in attracting new visitors to the church
I believe I am instrumental in bringing in new members (1)
I believe I play a role in attracting visitors, and but I can do better (2)
I am open to trying, but I don’t know how much I can do (3)
I don’t believe I can be effective serving in this area (4)

Q63 Using a scale of 1 -10, below, pick a number on the scale to reflect how confident you are, as of right now, in
your ability to attract new visitors to the church?
10= Highly certain can do
5=Moderately confident can do
1=Cannot do at all
Confidence Level (1)

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 176
Q64 Do you expect the church weekly attendance to increase or decrease in the next year?
Increase by more than 15% (1)
Increase between 1% and 14% (2)
Remain relatively stable (3)
Decrease between 1% and 14% (4)
Decrease by more than 15% (5)

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 177
Appendix D

Survey Two Protocol

11 Membership
Church Member (1)
Non Member (2)

Q9 How often do you typically attend this church
1 time per month (1)
2 times per month (2)
3 times per month (3)
Every week (4)
Less than once per month (5)

Q7 How many years have you attended this church?
________________________________________________________________

Q5 Gender
Male (1)
Female (2)

Q3 Are you married?
Yes (1)
No (2)

Q13 What year were you born?
________________________________________________________________

Q9 Which of the following best represents your view on the historical accuracy of the Bible
• The Bible might as well be a history book. It is completely accurate. The earth was created in seven
days, Noah built an ark for a global flood, everything (1)
• Most of the history in the Bible is true, but I wouldn’t go so far as to say all the events accurate
portrayals of historical events (2)
• Much of the historical events in the Bible are for illustrative purposes, and many historical events
discussed in the Bible should not be taken literally (3)
• I won’t be shocked if one day we find out the earth is thousands of years old or billions of years old.
(4)

Q10 Of the following issues, which of the following best represents your view on interpretation of what the Bible
has to say about “hot” issues such as homosexuality or gender roles
• There is a clear, black and white answer to almost any controversial issue (1)
• The Bible is relatively clear, but I think there is some room for interpretation (2)
• There is a large amount of room for interpretation on these topics (3)

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 178
Q11 Which of the following are requirements for salvation (check all that apply)
o Believing in the saving grace of Christ (1)
o Taking the Bible literally (2)
o Being a regular attendee of a faith body (3)
o Turning from Sin (4)
o Living a life that is righteous (5)
o Adhering to the doctrine of the faith body (6)

Q15 An individual holding a grudge against an abusive father precludes one from salvation
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly disagree (4)

Q14 The prevailing model of Sunday church service, worship, communion, and message, is how churches should
operate
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly disagree (4)

Q12 An individual actively engaging in homosexual activity precludes one from salvation
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q16 Christians should advocate for the rights of others, including equality, even if those rights are contradictory to
the espoused beliefs of the christian faith
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly disagree (4)

Q13 Christians being united means uniform thought on biblical interpretation
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly Disagree (4)

Q17 In countries where Christians are persecuted, the global church should advocate for governmental change to
create equality for those that are religious minorities
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly disagree (4)

Q18 While nobody is perfect, our lives should reflect living a righteous life. When someone looks at a Christian,
they should see someone who is fully devoted to the faith and clearly practices a life that is focused on traditional
Christian values.
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly disagree (4)

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 179
Q19 Using a scale of 1-10, below, pick a number on the scale to reflect which stance you have regarding how church
services should look:

10=Polished and outlined with strong programming, worship, and messages. We are, after all, here to serve the lord
and give our best

1=Who cares, we are just getting together to have community in Christ. Let’s just break bread and have fellowship.
It’s not about the service at all

Q20 Christians should take the Bible completely literally
Strongly Agree (1)
Agree (2)
Disagree (3)
Strongly disagree (4)

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 180
Appendix E

Interview Protocol
Introduction:
Thank you for agreeing to meet with me. Today we will be conducting a short interview that will
last 20-30 minutes. You have the option of not answering a question if you do not want to. I will
be recording the interview and using the recording to transcribe your responses. You will have
the opportunity to review the transcription upon completion and notify me of any clarifications.
Upon completion of your review of the transcript, the recording will be destroyed. The
information gathered today will be kept completely confidential. To protect you and your
responses, a pseudonym will be used in any data reporting, and data will be stored on a password
encrypted file. If you have any questions, you may contact me at 509-945-5622 or by email at
Gaskell@usc.edu.

Do you have any questions before we begin?

Background Questions

I will start by asking a few background questions.

How many times do you typically attend church per month?

How long have you attended Upper Valley Christian Church?

Gender
o Female
o Male

Are you married?
o No
o Yes

What is your birth year?
__________________

Interview questions

Now I will begin asking some more in depth questions.

First, I’d like to ask you a little bit about your perceptions of churches in general.

1. What factors drive a person to choose to attend church?
2. What do you think is causing the declining attendance in American churches?
a. What do you think is causing the decline in attendance in this church?
3. In what ways do you feel that the church could be perceived as inauthentic?
a. What do you find inauthentic about the church?
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 181

Now, I’d like to ask you a few questions about your perceptions of this specific church.
1. Can you articulate what the goal of this specific church is?
2. What do you think the church would look like if it were to meet its goal?
3. In what ways does the church meet the needs of attendees?
4. What impact does the church having stances on certain topics hinder or benefit
church attendance?
a. What controversial topics does the church not adequately address?
5. What role does community involvement or service benefit the church?
a. What does effective community service look like?
b. In what ways do you believe different generations perceive effective
community service?
c. In what ways does it benefit the community?
d. What does this church do well in community service?
6. When thinking about keeping to tradition in the church, what practices need to
change for the church to grow?
a. What needs to stay the same?

Now, I’d like to ask you a few questions about different generations
1. What age groups do you see as being the least represented in the church?
2. What does the church need to be more relevant to populations not currently
represented in the church?
3. What differences in values do you find between members of different generations?
a. What values do you think they share?
4. In what ways do members need to change to promote collaboration between
different generational groups?
a. What does the church do well in involving younger generations in decision
making in the church?
5. Communication can come through email, mail, news bulletins, phone calls,
announcements, website, or social media. What is your preferred method for
receiving communication on information related to the church?
a. What differences do you think there are between generations regarding
communication mediums?

Next, I’d like to ask you about your own involvement in the church
1. In what ways could you engage in growing the congregation?
2. How could you see mentoring members of younger generations benefit the mentor?
a. The mentee?

This concludes the interview, thank you so much for your participation!

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 182
Appendix F

Survey One Results by Generation
Q1 - Membership

# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Church Member 11.36% 5 50.00% 22 18.18% 8 20.45% 9 44
2 Non Member 5.56% 1 38.89% 7 11.11% 2 44.44% 8 18

Q2 - How often do you typically attend this church
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 1 time per month 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
2 2 times per month 0.00% 0 25.00% 1 0.00% 0 75.00% 3 4
3 3 times per month 5.00% 1 35.00% 7 15.00% 3 45.00% 9 20
4 Every week 13.16% 5 55.26% 21 18.42% 7 13.16% 5 38
5 Less than once per month 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0

Q4 - Gender
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Male 18.18% 4 40.91% 9 18.18% 4 22.73% 5 22
2 Female 5.00% 2 50.00% 20 15.00% 6 30.00% 12 40

Q7 - The data demonstrate that there is a disproportionately low number of members in the congregation
under the age of 45. In my opinion, this is because: (Please check all that apply)
# Question Traditionalist
Baby
Boomer

Generation
X
Millennial Total
1
The church does not provide
enough programs that are
attractive to younger
generations
5.56% 1 33.33% 6 22.22% 4 38.89% 7 18
2
The pastor of the church does
not relate to younger
generations
10.00% 1 10.00% 1 20.00% 2 60.00% 6 10
3
There are not enough other
younger individuals in the
congregation for them to
relate to
7.69% 2 38.46% 10 23.08% 6 30.77% 8 26
4
The congregation does not
develop relationships with
younger generations
6.67% 1 40.00% 6 13.33% 2 40.00% 6 15
5
The church is not spiritually
rewarding
20.00% 1 20.00% 1 20.00% 1 40.00% 2 5
6
The church does not get
involved in the community
enough
7.14% 1 35.71% 5 14.29% 2 42.86% 6 14
7
Religion is just not as popular
with younger generations
8.57% 3 51.43% 18 22.86% 8 17.14% 6 35
8
The church is not diverse
enough
0.00% 0 30.77% 4 7.69% 1 61.54% 8 13
9
The church allocates resources
to programs that are not
relevant to younger
generations
0.00% 0 50.00% 2 0.00% 0 50.00% 2 4
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 183
10 The church is not relevant 0.00% 0 55.56% 5 0.00% 0 44.44% 4 9
11
The church does not
adequately address
controversial issues
6.67% 1 26.67% 4 13.33% 2 53.33% 8 15
12 Other 10.00% 2 60.00% 12 15.00% 3 15.00% 3 20

Other - Traditionalist
Other
This is catch 22 situation. When my wife and I began attending (1976) there were possibly 2 or 3 other young
couples. We were in our 30's with 2 children under the age of 10. The existing attendees saw our attendance as the
possible nucleus for growth. The older members gave us confidence and support to create small groups which grew
into steady attendance followed by programs, changes in service style and eventual membership. After about 3 years
a younger, more contemporary open minded Pastor was brought in. This PAstor was sensative to the older
membership, respecting the traditions and service style, but again he was given the same support from the older
generation as we who were younger. This change played a major part in growth and stable attendance and
membership and yes financial support. My point is, young couples should not wait for some else to create something
they feel is missing from the body to meet their needs. It is up to the established, older, membership to provide
support and encouragement to step out in faith in outreach, identify your needs and move forward.
The church does not adequately refute the public school teachings on evolution.
Other - Baby Boomer
Other
Instruction and modeling of faith in the home is lacking. Public education discourages biblical positions, e.g.
creation, god, from being taken seriously and accepted
The 20 -30+ families are making other things a priority. ie. sports, relaxation
Church is not a priority for the younger generation
My answers above are based on the understanding the younger generation is very spiritual, but is turned off by the
trappings of organized religion. Once they understand the "why" of the structure, the church can become more
attractive. The younger generation needs to have a purpose. Programs and religion are not the answer.
The younger generation does not make relationships with the older generation
We on the other hand, have a good number of young couples/ families in our church.
This group is very busy with life -- jobs, families, recreation. My experience is that this makes it very difficult to
commit wholeheartedly to a church.
misconceptions and stereotyping of christianity; no perceived need for faith
They are probably too tired from all the other activities they cram into their (&kids) week
My son said he does not feel welcome by the other younger people and older too cliquish
I don't know why
Other - Generation X
Other
Busy lives so much offered in our lives from community. Jobs are over taxing , tired. Two incomes to make it
outside activities leave little time for "extra" ...ie"i'm too tired/busy" to go
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 184
I don't see this as a problem. If they are not called to this church, they are not called.
Other - Millennial
Other
The implicit message is that you must "believe" and "behave" before you can "belong"; this is a turn-off for younger
generations
We do the same thing every sunday and expect different results. Church is not engaging, instead it is long and
boring. People find their social interactions in other places. There needs to be more fellowship, discussion,and
interactions together.
The people who are here and under 45 keep to themselves just as bad as the older members
Q9 - The church communicates its goals clearly with the congregation
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 10.00% 1 60.00% 6 20.00% 2 10.00% 1 10
2 Agree 11.90% 5 47.62% 20 14.29% 6 26.19% 11 42
3 Disagree 0.00% 0 30.00% 3 20.00% 2 50.00% 5 10
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0

Q10 - The church communicates its vision clearly with the congregation
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 16.67% 2 58.33% 7 16.67% 2 8.33% 1 12
2 Agree 8.11% 3 51.35% 19 16.22% 6 24.32% 9 37
3 Disagree 7.69% 1 23.08% 3 15.38% 2 53.85% 7 13
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
Q13 - The vision for the church clearly supports its mission
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 16.67% 2 50.00% 6 25.00% 3 8.33% 1 12
2 Agree 10.00% 4 47.50% 19 10.00% 4 32.50% 13 40
3 Disagree 0.00% 0 40.00% 4 30.00% 3 30.00% 3 10
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
Q14 - The church adequately communicates with the community to make them aware of service times and
programs

# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 0.00% 0 100.00% 5 0.00% 0 0.00% 0 5
2 Agree 12.12% 4 42.42% 14 12.12% 4 33.33% 11 33
3 Disagree 9.52% 2 38.10% 8 23.81% 5 28.57% 6 21
4 Strongly Disagree 0.00% 0 50.00% 1 50.00% 1 0.00% 0 2
Q15 - The church clearly communicates opportunities to volunteer within the congregation
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 11.11% 2 50.00% 9 27.78% 5 11.11% 2 18
2 Agree 10.81% 4 43.24% 16 8.11% 3 37.84% 14 37
3 Disagree 0.00% 0 57.14% 4 28.57% 2 14.29% 1 7
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
19 - The church website and social media are utilized appropriately to inform attendees and potential
attendees of events and information
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 28.57% 2 57.14% 4 0.00% 0 14.29% 1 7
2 Agree 11.43% 4 57.14% 20 11.43% 4 20.00% 7 35
3 Disagree 0.00% 0 23.53% 4 23.53% 4 52.94% 9 17
4 Strongly Disagree 0.00% 0 50.00% 1 50.00% 1 0.00% 0 2
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 185
Q20 - The church clearly communicates events within the church
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 14.29% 2 64.29% 9 14.29% 2 7.14% 1 14
2 Agree 8.70% 4 41.30% 19 17.39% 8 32.61% 15 46
3 Disagree 0.00% 0 50.00% 1 0.00% 0 50.00% 1 2
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
Q21 - I am satisfied with the mediums the church uses to communicate relevant information to me
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 14.29% 2 64.29% 9 14.29% 2 7.14% 1 14
2 Agree 10.26% 4 43.59% 17 15.38% 6 30.77% 12 39
3 Disagree 0.00% 0 33.33% 3 22.22% 2 44.44% 4 9
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
Q22 - The church should be focused on meeting the essentials of those in need by providing food, shelter,
clothing, and financial resources
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 8.33% 1 16.67% 2 25.00% 3 50.00% 6 12
2 Agree 8.11% 3 51.35% 19 10.81% 4 29.73% 11 37
3 Disagree 12.50% 1 62.50% 5 25.00% 2 0.00% 0 8
4 Strongly Disagree 25.00% 1 50.00% 2 25.00% 1 0.00% 0 4

Q23 - The church should be focused on meeting the spiritual needs of attendees
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 13.95% 6 51.16% 22 13.95% 6 20.93% 9 43
2 Agree 0.00% 0 33.33% 6 22.22% 4 44.44% 8 18
3 Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
Q24 - I am capable of helping the church meet its goal
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 7.69% 2 46.15% 12 15.38% 4 30.77% 8 26
2 Agree 12.50% 4 46.88% 15 15.63% 5 25.00% 8 32
3 Disagree 0.00% 0 50.00% 2 25.00% 1 25.00% 1 4
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
Q25 - I am motivated to carry out the mission and goals of the church
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 21.74% 5 43.48% 10 13.04% 3 21.74% 5 23
2 Agree 3.03% 1 48.48% 16 18.18% 6 30.30% 10 33
3 Disagree 0.00% 0 50.00% 3 16.67% 1 33.33% 2 6
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
Q26 - The church is making changes to will lead to increased attendance and growth
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 16.67% 1 33.33% 2 33.33% 2 16.67% 1 6
2 Agree 11.43% 4 48.57% 17 11.43% 4 28.57% 10 35
3 Disagree 5.56% 1 50.00% 9 22.22% 4 22.22% 4 18
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 100.00% 2 2
Q27 - The church should be open to changes that could mean reducing or removing long held traditions, so
long as it doesn't sacrifice the core beliefs of the church
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 9.09% 2 27.27% 6 13.64% 3 50.00% 11 22
2 Agree 9.09% 3 54.55% 18 18.18% 6 18.18% 6 33
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 186
3 Disagree 20.00% 1 80.00% 4 0.00% 0 0.00% 0 5
4 Strongly Disagree 0.00% 0 0.00% 0 100.00% 1 0.00% 0 1
Q28 - It is ok to lose members if they are not willing to change with the church
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 16.67% 1 0.00% 0 16.67% 1 66.67% 4 6
2 Agree 8.33% 3 47.22% 17 19.44% 7 25.00% 9 36
3 Disagree 10.53% 2 63.16% 12 5.26% 1 21.05% 4 19
4 Strongly Disagree 0.00% 0 0.00% 0 100.00% 1 0.00% 0 1
Q29 - I believe the church is welcoming to people from all walks of life
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 21.43% 3 64.29% 9 7.14% 1 7.14% 1 14
2 Agree 10.34% 3 48.28% 14 20.69% 6 20.69% 6 29
3 Disagree 0.00% 0 37.50% 6 18.75% 3 43.75% 7 16
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 100.00% 3 3
Q30 - The church has an atmosphere that is not judgmental
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 60.00% 3 40.00% 2 0.00% 0 0.00% 0 5
2 Agree 5.88% 2 55.88% 19 17.65% 6 20.59% 7 34
3 Disagree 4.55% 1 36.36% 8 18.18% 4 40.91% 9 22
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 100.00% 1 1
Q31 - The congregation feels authentic to me
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 20.00% 3 60.00% 9 13.33% 2 6.67% 1 15
2 Agree 8.11% 3 45.95% 17 18.92% 7 27.03% 10 37
3 Disagree 0.00% 0 37.50% 3 12.50% 1 50.00% 4 8
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 100.00% 1 1
Q32 - The financial and human resources of the church are being allocated to programs that will best support
attracting new attendees
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 50.00% 1 50.00% 1 0.00% 0 0.00% 0 2
2 Agree 12.50% 3 54.17% 13 12.50% 3 20.83% 5 24
3 Disagree 6.25% 2 37.50% 12 21.88% 7 34.38% 11 32
4 Strongly Disagree 0.00% 0 50.00% 1 0.00% 0 50.00% 1 2
Q33 - The financial and human resources of the church are being allocated to programs that will best support
current attendees
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 16.67% 1 50.00% 3 0.00% 0 33.33% 2 6
2 Agree 9.09% 4 43.18% 19 15.91% 7 31.82% 14 44
3 Disagree 10.00% 1 50.00% 5 30.00% 3 10.00% 1 10
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
Q34 - The financial and human resources of the church are adequately allocated to programs that are in line
with the church mission
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 14.29% 1 57.14% 4 28.57% 2 0.00% 0 7
2 Agree 11.90% 5 35.71% 15 16.67% 7 35.71% 15 42
3 Disagree 0.00% 0 76.92% 10 7.69% 1 15.38% 2 13
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
Q35 - The church has adequate financial resources to implement policies and programming to attract new
members to the church
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 0.00% 0 66.67% 4 16.67% 1 16.67% 1 6
2 Agree 10.34% 3 48.28% 14 17.24% 5 24.14% 7 29
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 187
3 Disagree 12.00% 3 44.00% 11 12.00% 3 32.00% 8 25
4 Strongly Disagree 0.00% 0 0.00% 0 100.00% 1 0.00% 0 1
Q36 - Church financial resources are allocated to the right programs to grow church attendance
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 0.00% 0 66.67% 2 0.00% 0 33.33% 1 3
2 Agree 17.86% 5 50.00% 14 17.86% 5 14.29% 4 28
3 Disagree 4.35% 1 39.13% 9 13.04% 3 43.48% 10 23
4 Strongly Disagree 0.00% 0 50.00% 2 25.00% 1 25.00% 1 4
Q37 - The church is effective at making individuals feel acknowledged for serving
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 14.29% 1 57.14% 4 14.29% 1 14.29% 1 7
2 Agree 10.00% 4 45.00% 18 20.00% 8 25.00% 10 40
3 Disagree 7.14% 1 50.00% 7 0.00% 0 42.86% 6 14
4 Strongly Disagree 0.00% 0 0.00% 0 100.00% 1 0.00% 0 1
Q38 - When members do things that hinder the congregation from carrying out its mission and meeting its
goals, they should receive correction from leadership
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 22.22% 2 22.22% 2 33.33% 3 22.22% 2 9
2 Agree 7.69% 3 56.41% 22 10.26% 4 25.64% 10 39
3 Disagree 8.33% 1 33.33% 4 16.67% 2 41.67% 5 12
4 Strongly Disagree 0.00% 0 100.00% 1 0.00% 0 0.00% 0 1
Q39 - Current leadership of the church (pastors, council, leadership team) generally models behavior that
represents how the general congregation should behave
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 15.38% 2 46.15% 6 7.69% 1 30.77% 4 13
2 Agree 9.30% 4 48.84% 21 16.28% 7 25.58% 11 43
3 Disagree 0.00% 0 33.33% 2 33.33% 2 33.33% 2 6
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
Q40 - I am confident that the leadership of the church is capable of providing leadership to the church that
will grow the congregation
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 9.09% 1 54.55% 6 18.18% 2 18.18% 2 11
2 Agree 11.43% 4 45.71% 16 17.14% 6 25.71% 9 35
3 Disagree 7.69% 1 46.15% 6 7.69% 1 38.46% 5 13
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 100.00% 1 1
Q41 - Church leadership is effective at promoting change that will lead to accomplishing church mission and
goals
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 20.00% 1 60.00% 3 0.00% 0 20.00% 1 5
2 Agree 11.43% 4 51.43% 18 20.00% 7 17.14% 6 35
3 Disagree 4.76% 1 38.10% 8 9.52% 2 47.62% 10 21
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
Q42 - The right people are in place to lead the church
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 16.67% 1 33.33% 2 16.67% 1 33.33% 2 6
2 Agree 13.89% 5 44.44% 16 13.89% 5 27.78% 10 36
3 Disagree 0.00% 0 62.50% 10 12.50% 2 25.00% 4 16
4 Strongly Disagree 0.00% 0 0.00% 0 100.00% 1 0.00% 0 1
Q43 - The church pastor should move members to action more than making them feel good
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 16.67% 5 43.33% 13 13.33% 4 26.67% 8 30
2 Agree 3.57% 1 53.57% 15 14.29% 4 28.57% 8 28
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 188
3 Disagree 0.00% 0 50.00% 1 0.00% 0 50.00% 1 2
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
Q44 - The church pastor should say the right thing, even if it may offend some people
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 10.00% 3 40.00% 12 13.33% 4 36.67% 11 30
2 Agree 10.71% 3 57.14% 16 14.29% 4 17.86% 5 28
3 Disagree 0.00% 0 50.00% 1 0.00% 0 50.00% 1 2
4 Strongly Disagree 0.00% 0 0.00% 0 100.00% 2 0.00% 0 2
Q45 - The role of the church pastor is to make everyone feel welcome
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 20.00% 2 60.00% 6 0.00% 0 20.00% 2 10
2 Agree 6.45% 2 41.94% 13 19.35% 6 32.26% 10 31
3 Disagree 11.11% 2 50.00% 9 11.11% 2 27.78% 5 18
4 Strongly Disagree 0.00% 0 50.00% 1 50.00% 1 0.00% 0 2
Q46 - Church pastors should focus mostly on scripture when preaching
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 33.33% 6 50.00% 9 11.11% 2 5.56% 1 18
2 Agree 0.00% 0 55.17% 16 17.24% 5 27.59% 8 29
3 Disagree 0.00% 0 26.67% 4 20.00% 3 53.33% 8 15
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
Q47 - Church Pastors should focus mostly on relating scripture to my life
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 20.83% 5 45.83% 11 16.67% 4 16.67% 4 24
2 Agree 0.00% 0 48.39% 15 16.13% 5 35.48% 11 31
3 Disagree 20.00% 1 40.00% 2 0.00% 0 40.00% 2 5
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
Q48 - The church provides adequate opportunity for me to volunteer
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 12.00% 3 48.00% 12 24.00% 6 16.00% 4 25
2 Agree 8.11% 3 45.95% 17 10.81% 4 35.14% 13 37
3 Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
Q49 - I see value in the programs I have the opportunity to volunteer in
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 10.00% 3 50.00% 15 23.33% 7 16.67% 5 30
2 Agree 10.00% 3 46.67% 14 10.00% 3 33.33% 10 30
3 Disagree 0.00% 0 0.00% 0 0.00% 0 100.00% 1 1
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
Q50 - The church has adequate programs that serve the community
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 0.00% 0 62.50% 5 12.50% 1 25.00% 2 8
2 Agree 15.38% 4 46.15% 12 23.08% 6 15.38% 4 26
3 Disagree 3.85% 1 46.15% 12 7.69% 2 42.31% 11 26
4 Strongly Disagree 0.00% 0 0.00% 0 100.00% 1 0.00% 0 1
Q51 - The church values bringing diversity to the congregation
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 0.00% 0 75.00% 3 0.00% 0 25.00% 1 4
2 Agree 17.24% 5 51.72% 15 13.79% 4 17.24% 5 29
3 Disagree 4.35% 1 39.13% 9 21.74% 5 34.78% 8 23
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 100.00% 3 3
Q52 - Women are valued in this church
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 189
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 13.79% 4 44.83% 13 24.14% 7 17.24% 5 29
2 Agree 6.90% 2 51.72% 15 10.34% 3 31.03% 9 29
3 Disagree 0.00% 0 25.00% 1 0.00% 0 75.00% 3 4
4 Strongly Disagree 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0
Q53 - I believe people from any race would be comfortable in this church
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 0.00% 0 37.50% 3 25.00% 2 37.50% 3 8
2 Agree 14.81% 4 62.96% 17 14.81% 4 7.41% 2 27
3 Disagree 11.11% 2 50.00% 9 5.56% 1 33.33% 6 18
4 Strongly Disagree 0.00% 0 0.00% 0 28.57% 2 71.43% 5 7
Q54 - I believe people from any political orientation would be comfortable in this church
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 20.00% 1 40.00% 2 0.00% 0 40.00% 2 5
2 Agree 9.68% 3 58.06% 18 19.35% 6 12.90% 4 31
3 Disagree 10.00% 2 45.00% 9 10.00% 2 35.00% 7 20
4 Strongly Disagree 0.00% 0 0.00% 0 25.00% 1 75.00% 3 4
Q55 - Increasing racial, economic, and age diversity of members should be a focus of the church
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 16.67% 2 16.67% 2 16.67% 2 50.00% 6 12
2 Agree 8.00% 2 48.00% 12 12.00% 3 32.00% 8 25
3 Disagree 5.56% 1 66.67% 12 16.67% 3 11.11% 2 18
4 Strongly Disagree 25.00% 1 25.00% 1 50.00% 2 0.00% 0 4
Q56 - I believe people from any economic background would be comfortable in this church
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 11.11% 1 44.44% 4 11.11% 1 33.33% 3 9
2 Agree 9.38% 3 56.25% 18 21.88% 7 12.50% 4 32
3 Disagree 6.25% 1 43.75% 7 0.00% 0 50.00% 8 16
4 Strongly Disagree 0.00% 0 0.00% 0 33.33% 1 66.67% 2 3
Q57 - I believe people from any sexual orientation would be comfortable in this church
# Question Traditionalist Baby Boomer Generation X Millennial Total
1 Strongly Agree 0.00% 0 100.00% 2 0.00% 0 0.00% 0 2
2 Agree 11.76% 2 41.18% 7 11.76% 2 35.29% 6 17
3 Disagree 9.09% 3 54.55% 18 18.18% 6 18.18% 6 33
4 Strongly Disagree 10.00% 1 20.00% 2 20.00% 2 50.00% 5 10
Q58 - Rank the following strategies regarding what you think is the optimal allocation of church finances for
stimulating membership growth, in order of importance from first to last
Traditionalist
# Question 1 2 3 4 5 6 Total
1
Increasing Church
advertising (print,
websites, social
media, etc.)
40.00% 2 0.00% 0 40.00% 2 20.00% 1 0.00% 0 0.00% 0 5
2
Increasing the
number of Pastors
and staff
0.00% 0 0.00% 0 0.00% 0 0.00% 0 40.00% 2 60.00% 3 5
3
Improving
facilities
0.00% 0 20.00% 1 20.00% 1 20.00% 1 20.00% 1 20.00% 1 5
4
Increasing
technological
capabilities
0.00% 0 0.00% 0 0.00% 0 40.00% 2 40.00% 2 20.00% 1 5
5
Engaging in more
community
20.00% 1 40.00% 2 40.00% 2 0.00% 0 0.00% 0 0.00% 0 5
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 190
service
6
Providing
members with
training resources
that would help
them be better
equipped to
stimulate growth
40.00% 2 40.00% 2 0.00% 0 20.00% 1 0.00% 0 0.00% 0 5
Baby Boomer
# Question 1 2 3 4 5 6
Tota
l
1
Increasing
Church
advertising
(print,
websites,
social media,
etc.)
7.69% 2
11.54
%
3
50.00
%
1
3
7.69% 2
15.38
%
4 7.69% 2 26
2
Increasing
the number
of Pastors
and staff
0.00% 0 7.69% 2 7.69% 2
19.23
%
5
15.38
%
4
50.00
%
1
3
26
3
Improving
facilities
11.54
%
3 3.85% 1 7.69% 2
26.92
%
7
30.77
%
8
19.23
%
5 26
4
Increasing
technologica
l capabilities
0.00% 0 7.69% 2
11.54
%
3
46.15
%
1
2
15.38
%
4
19.23
%
5 26
5
Engaging in
more
community
service
38.46
%
1
0
38.46
%
1
0
11.54
%
3 0.00% 0 7.69% 2 3.85% 1 26
6
Providing
members
with training
resources
that would
help them be
better
equipped to
stimulate
growth
42.31
%
1
1
30.77
%
8
11.54
%
3 0.00% 0
15.38
%
4 0.00% 0 26
Generation X
# Question 1 2 3 4 5 6 Total
1
Increasing Church
advertising (print,
websites, social
media, etc.)
25.00% 2 0.00% 0 37.50% 3 12.50% 1 12.50% 1 12.50% 1 8
2
Increasing the
number of Pastors
and staff
0.00% 0 25.00% 2 12.50% 1 25.00% 2 25.00% 2 12.50% 1 8
3
Improving
facilities
12.50% 1 12.50% 1 25.00% 2 0.00% 0 25.00% 2 25.00% 2 8
4
Increasing
technological
capabilities
0.00% 0 12.50% 1 0.00% 0 50.00% 4 12.50% 1 25.00% 2 8
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 191
5
Engaging in more
community
service
37.50% 3 12.50% 1 12.50% 1 0.00% 0 25.00% 2 12.50% 1 8
6
Providing
members with
training resources
that would help
them be better
equipped to
stimulate growth
25.00% 2 37.50% 3 12.50% 1 12.50% 1 0.00% 0 12.50% 1 8
Millennial
# Question 1 2 3 4 5 6 Total
1
Increasing Church
advertising (print,
websites, social
media, etc.)
11.76% 2 23.53% 4 5.88% 1 41.18% 7 5.88% 1 11.76% 2 17
2
Increasing the
number of Pastors
and staff
5.88% 1 11.76% 2 23.53% 4 5.88% 1 29.41% 5 23.53% 4 17
3
Improving
facilities
5.88% 1 0.00% 0 11.76% 2 5.88% 1 29.41% 5 47.06% 8 17
4
Increasing
technological
capabilities
5.88% 1 11.76% 2 23.53% 4 41.18% 7 5.88% 1 11.76% 2 17
5
Engaging in more
community
service
52.94% 9 11.76% 2 17.65% 3 0.00% 0 17.65% 3 0.00% 0 17
6
Providing
members with
training resources
that would help
them be better
equipped to
stimulate growth
17.65% 3 41.18% 7 17.65% 3 5.88% 1 11.76% 2 5.88% 1 17
Q59 - Which of the following community outreach focuses should the church be involved in (Check all that
apply)

# Question Traditionalist
Baby
Boomer

Generation
X
Millennial Total
1
Community services focused
on growing the church
9.68% 3 48.39% 15 16.13% 5 25.81% 8 31
2
Community services focused
solely on benefitting the
community, regardless of
benefit to church
8.93% 5 48.21% 27 14.29% 8 28.57% 16 56
3
Community services in
conjunction with organizations
that do not share the same
faith
10.34% 3 44.83% 13 13.79% 4 31.03% 9 29
4
Helping promote local and
state government policies that
support the church
27.27% 3 45.45% 5 9.09% 1 18.18% 2 11
5
Social justice activities
internationally
3.85% 1 34.62% 9 7.69% 2 53.85% 14 26
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 192
6 Social justice activities locally 2.78% 1 41.67% 15 8.33% 3 47.22% 17 36
Q60 - I would prefer to receive church communication through the following (check all that apply)
# Question Traditionalist
Baby
Boomer

Generation
X
Millennial Total
1 Mail 14.29% 1 57.14% 4 0.00% 0 28.57% 2 7
2 Email 11.32% 6 50.94% 27 13.21% 7 24.53% 13 53
3
Announcements at
church
12.50% 6 41.67% 20 18.75% 9 27.08% 13 48
4 Social Media 0.00% 0 44.00% 11 12.00% 3 44.00% 11 25
5 Personal interactions 14.71% 5 32.35% 11 17.65% 6 35.29% 12 34
6 Church Bulletins 17.65% 6 50.00% 17 14.71% 5 17.65% 6 34
7 Church Website 5.56% 2 55.56% 20 13.89% 5 25.00% 9 36
8 Phone Calls 0.00% 0 42.86% 3 28.57% 2 28.57% 2 7
Q61 - When people do beneficial things for the congregation, I believe that they should be rewarded by
(check all that apply)
# Question Traditionalist
Baby
Boomer

Generation
X
Millennial Total
1
Public Recognition, it is
important for people to be
noticed for the time they have
put in
0.00% 0 47.62% 10 23.81% 5 28.57% 6 21
2
A thank you letter, not much,
but it goes a long way to
receive a little thank you
5.00% 2 52.50% 21 12.50% 5 30.00% 12 40
3
Nothing, it is our duty to serve
others. Our rewards are not
here
22.73% 5 40.91% 9 9.09% 2 27.27% 6 22
4
A personal thank you from
those served
6.45% 2 48.39% 15 16.13% 5 29.03% 9 31
5
A material item such as a gift
card or certificate.
0.00% 0 50.00% 3 16.67% 1 33.33% 2 6
Q62 - When thinking about what my role is in attracting new visitors to the church
# Question Traditionalist
Baby
Boomer

Generation
X
Millennial Total
1
I believe I am instrumental in
bringing in new members
0.00% 0 0.00% 0 20.00% 1 80.00% 4 5
2
I believe I play a role in
attracting visitors, and but I
can do better
7.32% 3 56.10% 23 12.20% 5 24.39% 10 41
3
I am open to trying, but I
don’t know how much I can
do
15.38% 2 38.46% 5 23.08% 3 23.08% 3 13
4
I don’t believe I can be
effective serving in this area
100.00% 1 0.00% 0 0.00% 0 0.00% 0 1

Q63 - Using a scale of 1 -10, below, pick a number on the scale to reflect how confident you are, as of right
now, in your ability to attract new visitors to the church? 10= Highly certain can do 5=Moderately
confident can do 1=Cannot do at all
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 193
# Field Minimum Maximum Mean Std Deviation Variance Count
1 Traditionalist 2.00 7.00 4.33 1.70 2.89 6
2 Baby Boomer 3.00 8.00 5.50 1.59 2.54 28
3 Generation X 3.00 10.00 5.89 2.18 4.77 9
4 Millennial 2.00 9.00 6.82 1.98 3.91 17

Q64 - Do you expect the church weekly attendance to increase or decrease in the next year?
# Question Traditionalist
Baby
Boomer

Generation
X
Millennial Total
1 Increase by more than 15% 14.29% 1 14.29% 1 28.57% 2 42.86% 3 7
2
Increase between 1% and
14%
6.25% 2 50.00% 16 18.75% 6 25.00% 8 32
3 Remain relatively stable 15.79% 3 52.63% 10 10.53% 2 21.05% 4 19
4
Decrease between 1% and
14%
0.00% 0 50.00% 2 0.00% 0 50.00% 2 4
5
Decrease by more than
15%
0.00% 0 0.00% 0 0.00% 0 0.00% 0 0

ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 194
Appendix G

Survey Two Results by Generation
Q11 - Membership
# Question
Baby
Boomer

Generation
X
Millennial Traditionalist Total
1
Church
Member
47.37% 18 7.89% 3 31.58% 12 13.16% 5 38
2
Non
Member
18.75% 3 37.50% 6 31.25% 5 12.50% 2 16
Q5 - Gender
# Question Baby Boomer Generation X Millennial Traditionalist Total
1 Male 31.58% 6 21.05% 4 26.32% 5 21.05% 4 19
2 Female 42.86% 15 14.29% 5 34.29% 12 8.57% 3 35
Q9 - Which of the following best represents your view on the historical accuracy of the
Bible
# Question
Baby
Boomer

Generation
X
Millennial Traditionalist Total
1
The Bible might
as well be a
history book. It is
completely
accurate. The
earth was created
in seven days,
Noah built an ark
for a global flood,
everything
53.57% 15 14.29% 4 14.29% 4 17.86% 5 28
2
Most of the
history in the
Bible is true, but I
wouldn’t go so far
as to say all the
events accurate
portrayals of
historical events
28.57% 4 7.14% 1 57.14% 8 7.14% 1 14
3
Much of the
historical events
in the Bible are
for illustrative
purposes, and
many historical
events discussed
in the Bible
should not be
taken literally
0.00% 0 33.33% 1 66.67% 2 0.00% 0 3
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 195
4
I won’t be
shocked if one
day we find out
the earth is
thousands of years
old or billions of
years old.
0.00% 0 33.33% 1 66.67% 2 0.00% 0 3
Q10 - Of the following issues, which of the following best represents your view on
interpretation of what the Bible has to say about “hot” issues such as homosexuality or
gender roles
# Question
Baby
Boomer

Generation
X
Millennial Traditionalist Total
1
There is a clear,
black and white
answer to almost
any controversial
issue
59.26% 16 14.81% 4 7.41% 2 18.52% 5 27
2
The Bible is
relatively clear,
but I think there
is some room for
interpretation
18.75% 3 0.00% 0 68.75% 11 12.50% 2 16
3
There is a large
amount of room
for interpretation
on these topics
0.00% 0 50.00% 3 50.00% 3 0.00% 0 6
Q11 - Which of the following are requirements for salvation (check all that apply)
# Question
Baby
Boomer

Generation
X
Millennial Traditionalist Total
1
Believing in the
saving grace of
Christ
40.43% 19 14.89% 7 31.91% 15 12.77% 6 47
2
Taking the
Bible literally
42.86% 3 14.29% 1 14.29% 1 28.57% 2 7
3
Being a regular
attendee of a
faith body
33.33% 1 33.33% 1 33.33% 1 0.00% 0 3
4
Turning from
Sin
29.41% 5 11.76% 2 35.29% 6 23.53% 4 17
5
Living a life
that is righteous
22.22% 2 11.11% 1 33.33% 3 33.33% 3 9
6
Adhering to the
doctrine of the
faith body
66.67% 2 33.33% 1 0.00% 0 0.00% 0 3
Q15 - An individual holding a grudge against an abusive father precludes one from
salvation
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 196
# Question
Baby
Boomer

Generation
X
Millennial Traditionalist Total
1
Strongly
Agree
0.00% 0 0.00% 0 0.00% 0 100.00% 2 2
2 Agree 100.00% 1 0.00% 0 0.00% 0 0.00% 0 1
3 Disagree 35.00% 7 20.00% 4 35.00% 7 10.00% 2 20
4
Strongly
disagree
44.00% 11 12.00% 3 32.00% 8 12.00% 3 25
Q14 - The prevailing model of Sunday church service, worship, communion, and message,
is how churches should operate
# Question
Baby
Boomer

Generation
X
Millennial Traditionalist Total
1
Strongly
Agree
40.00% 2 0.00% 0 0.00% 0 60.00% 3 5
2 Agree 40.00% 8 10.00% 2 30.00% 6 20.00% 4 20
3 Disagree 44.44% 8 22.22% 4 33.33% 6 0.00% 0 18
4
Strongly
disagree
20.00% 1 20.00% 1 60.00% 3 0.00% 0 5
Q12 - An individual actively engaging in homosexual activity precludes one from salvation
# Question
Baby
Boomer

Generation
X
Millennial Traditionalist Total
1
Strongly
Agree
40.00% 2 0.00% 0 0.00% 0 60.00% 3 5
2 Agree 0.00% 0 33.33% 1 33.33% 1 33.33% 1 3
3 Disagree 48.15% 13 14.81% 4 25.93% 7 11.11% 3 27
4
Strongly
Disagree
27.27% 3 18.18% 2 54.55% 6 0.00% 0 11
Q16 - Christians should advocate for the rights of others, including equality, even if those
rights are contradictory to the espoused beliefs of the Christian faith
# Question
Baby
Boomer

Generation
X
Millennial Traditionalist Total
1
Strongly
Agree
28.57% 2 14.29% 1 57.14% 4 0.00% 0 7
2 Agree 38.46% 5 23.08% 3 38.46% 5 0.00% 0 13
3 Disagree 38.89% 7 11.11% 2 27.78% 5 22.22% 4 18
4
Strongly
disagree
50.00% 4 12.50% 1 0.00% 0 37.50% 3 8
Q13 - Christians being united means uniform thought on biblical interpretation
# Question
Baby
Boomer

Generation
X
Millennial Traditionalist Total
1
Strongly
Agree
66.67% 2 0.00% 0 0.00% 0 33.33% 1 3
2 Agree 60.00% 6 10.00% 1 20.00% 2 10.00% 1 10
3 Disagree 33.33% 8 20.83% 5 41.67% 10 4.17% 1 24
4 Strongly 11.11% 1 11.11% 1 33.33% 3 44.44% 4 9
ATTRACTING YOUNGER GENERATIONS TO THE LOCAL CHURCH 197
Disagree
Q17 - In countries where Christians are persecuted, the global church should advocate for
governmental change to create equality for those that are religious minorities
# Question
Baby
Boomer

Generation
X
Millennial Traditionalist Total
1
Strongly
Agree
20.00% 1 0.00% 0 20.00% 1 60.00% 3 5
2 Agree 41.38% 12 17.24% 5 34.48% 10 6.90% 2 29
3 Disagree 40.00% 4 10.00% 1 30.00% 3 20.00% 2 10
4
Strongly
disagree
0.00% 0 100.00% 1 0.00% 0 0.00% 0 1
Q18 - While nobody is perfect, our lives should reflect living a righteous life. When
someone looks at a Christian, they should see someone who is fully devoted to the faith and
clearly practices a life that is focused on traditional Christian values.
# Question
Baby
Boomer

Generation
X
Millennial Traditionalist Total
1
Strongly
Agree
40.00% 6 6.67% 1 26.67% 4 26.67% 4 15
2 Agree 40.74% 11 14.81% 4 33.33% 9 11.11% 3 27
3 Disagree 25.00% 1 50.00% 2 25.00% 1 0.00% 0 4
4
Strongly
disagree
0.00% 0 0.00% 0 100.00% 1 0.00% 0 1
Q19 - Using a scale of 1-10, below, pick a number on the scale to reflect which stance you
have regarding how church services should look: 10=Polished and outlined with strong
programming, worship, and messages. We are, after all, here to serve the lord and give our
best 1=Who cares, we are just getting together to have community in Christ. Let’s just
break bread and have fellowship. It’s not about the service at all
# Field Minimum Maximum Mean
Std
Deviation
Variance Count
Baby
Boomer
Baby
Boomer
0.00 10.00 6.37 2.28 5.18 19
Generation X Generation X 4.00 10.00 6.14 1.88 3.55 7
Millennial Millennial 2.00 10.00 5.38 1.93 3.73 16
Traditionalist Traditionalist 5.00 10.00 7.00 1.60 2.57 7
Q20 - Christians should take the Bible completely literally
# Question
Baby
Boomer

Generation
X
Millennial Traditionalist Total
1
Strongly
Agree
45.45% 5 18.18% 2 0.00% 0 36.36% 4 11
2 Agree 56.25% 9 12.50% 2 31.25% 5 0.00% 0 16
3 Disagree 23.53% 4 11.76% 2 52.94% 9 11.76% 2 17
4
Strongly
disagree
0.00% 0 33.33% 1 33.33% 1 33.33% 1 3

Abstract (if available)

Abstract Churches across the United States are experiencing declining attendance, particularly attendees from younger generational cohorts. This study examined literature to identify influencers that have led to reduced attendance at churches, and applied a framework developed by Clark and Estes (2008) to develop a research study that may be useful to churches experiencing declining attendance. This framework aims to identify what gaps in knowledge, motivation, and organization exist in a context, and identifies opportunities to improve performance such that an organization can meet its goals. Utilizing this framework, the study conducted an inquiry into a rural church that was experiencing similar issues of declining attendance with the goal of helping the church meet its organizational goal of increasing attendance. The study found barriers that exist, and assets that are needed in all three dimensions of the KMO framework, particularly in gaps of knowledge relating to biblical interpretation, how to attract new attendees, motivation driven by why younger generations are not attending church, and organizational influencers that relate to existing cultural models and settings. Findings of the study are limited to this specific context

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Asset Metadata

Creator Gaskell, Drew (author)

Core Title Attracting younger generations to the local church: Deep roots, selective seeds, and preparing a new soil

School Rossier School of Education

Degree Doctor of Education

Degree Program Organizational Change and Leadership (On Line)

Publication Date 01/19/2018

Defense Date 12/08/2017

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag church,millennial church,OAI-PMH Harvest

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Sundt, Melora (committee chair), Filback, Robert (committee member), Isaacson, Nancy (committee member)

Creator Email degaskell@gmail.com,gaskell@usc.edu

Permanent Link (DOI) https://doi.org/10.25549/usctheses-c40-464344

Unique identifier UC11266553

Identifier etd-GaskellDre-5967.pdf (filename),usctheses-c40-464344 (legacy record id)

Legacy Identifier etd-GaskellDre-5967.pdf

Dmrecord 464344

Document Type Dissertation

Rights Gaskell, Drew

Type texts

Source University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

Access Conditions The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the a...

Repository Name University of Southern California Digital Library

Repository Location USC Digital Library, University of Southern California, University Park Campus MC 2810, 3434 South Grand Avenue, 2nd Floor, Los Angeles, California 90089-2810, USA