If you had been asked in the late 1960’s which nation would dominate the world in watchmaking for the rest of the twentieth century and into the twenty-first century, what country would you have named? I suspect that you would have answered, “Switzerland,” for it would have been the most obvious answer. And why is this true? Because Switzerland had dominated the world of watch making for the previous sixty years. When the words “Swiss movement” appeared on a watch, the purchaser knew that it contained quality workmanship.
The Swiss made the best watches in the world and were committed to constant refinement of their expertise. It was the Swiss who first installed the minute hand and the second hand. They led the world in discovering better ways to manufacture the gears, bearings, and main springs of watches. They also led the way in making watches waterproof, and in designing self-winding models. In the late 1960’s the Swiss made sixty-five percent of all watches sold in the world. They also laid claim to as much as ninety percent of the profits resulting from the sale of watches.
By 1980, however, they had laid off thousands of watchmakers and controlled less than ten percent of the world market. Their profit domination from watchmaking dropped to less than twenty percent. Between 1979 and 1981, fifty thousand of the sixty-two thousand Swiss watchmakers lost their job.
Why this sudden turnaround? The Swiss refused to consider a new development in watchmaking – the quartz movement – ironically invented by a Swiss. Because the quartz movement had no mainspring or knob, it was rejected. It was too much of a paradigm shift for them to embrace. On the other hand, Seiko accepted the quartz movement, and along with a few other companies, became the leader in the watch industry.
The lesson we should learn from the Swiss watchmakers is profound. A past that was so secure, so profitable, so dominant, was destroyed by an unwillingness to consider new ways of doing business. Past successes blinded them to the importance of seeing the implications and challenges of a changing world. They had become so set in their ways that they believed past accomplishments would automatically be a guarantee of future success.
The Swiss watchmakers’ unwillingness to accept new ideas or try new methods is an easy mistake to make. It is made in almost every area of life – by individuals in the fields of business, education, and industry – and by organizations of various kinds. And, yes, this definitely includes churches. The status quo is generally a comfortable place to be and in which to operate because it requires only a moderate amount of expended energy. Just keep doing what you have been doing, because changes can present difficult challenges and create problems.
Churches perhaps make the mistake made by the Swiss watchmakers as often as any other organization. New ideas and methods, when proposed by those in leadership positions, are sometimes met with strong resistance. “We never did it that way before” (called “the seven last words of a dying church”) are words often spoken. Any church totally satisfied with and imprisoned by the status quo is likely to miss out on a meaningful future.
The message of the Bible does not change, and it should not be altered or watered down. Even so, each succeeding generation is faced with the challenge of finding new ways to make that message relevant. An old expression puts it this way: “Stay anchored to the Rock, but geared to the times.” Churches should not be afraid to find new paradigms – as long as God is glorified, Christ is preached, and both evangelism and ministry are given high priority.
Any church anchored to the Rock (God’s Word) but geared to the times will be a workshop, not a dormitory.