Chapter 5 from Good to Great by Jim Collins. In this chapter Collins talks about the "hedgehog concept." He states: "Hedgehogs, on the other hand simplify a complex world into a single organizing idea, a basic principle or concept that unifies and guides everything." (91) Although he avoids using the word Mission or Vision like the plague, the essential concept is the same. What is unique, however, is the three circles, "...a Hedgehog Concept is a simple, crystalline concept that flows from deep understanding about the intersection of the following three circles: 1. What you can be the best in the world at.... 2. What drives your economic engine.... 3. What are you deeply passionate about." (95,96)

According to Collins the overlap of these three circles is the "Hedgehog Concept." Whether these should be seen as circles that overlap or not, the important thing is that these three questions provide a sound starting point for discussion between those "on the bus."

Regarding "What can you be the best at in the world?" Collins writes, "Just because something is your core business--just because you've ebeen doing it for years or perhaps even decadees--does not necessarily mean that you can be the best in the world at it. And if you cannot be the best in the world at your core business, then your core busniess cannot form the basis of yourHedgehog Concept." (99) When applied to churches the guiding mission is often formed without regard to the make-up of the congregation or even the culture and demographics of the the community surrounding the church. Certainly the mission of the church has to be influenced by Matt. 28:19, but just as certainly the individuality of the church itself is important in how Matt. 28:19 is applied.

Regarding "What drives your economic engine?" "...every good-go-great company attained the notion of a single 'economic denominator.'" (104) This one is harder for the church world but boils down to this. What single thing within the organization determines success, and if improved, would show even more success. Of course in the business world, this is an economic factor, however, in the Church world, this question might be better understood as "What produces the greatest number of the deepest disciples?" Each church has to answer this question for itself.

Finally, regarding "What are you deeply passionate about?" "You can't manufacture passion or 'motivate' people to feel passionate. You can only discover what ignites your passion and the passion of those around you." (109) Obviously, for the Church this could be ministry to a specific age group, or other kid of group, or a focus on any aspect of ministry. Often churches are encouraged to look at all the things they do and find something they don't do well and work on bringing that area up to speed, however, Collins' opinion is that a better use of energy is to focus on what you are passionate about - because that is where you will generate the most energy and interest, and do the best job.

As I stated at the first, I think these three questions, if honestly discussed and the brutal facts of the current reality are kept in mind, should provide a solid foundation for a mission statement and focus, which if followed will produce significant results.