Paul’s Levels of Persuasive Power in the Presentation of the Gospel - Acts 26
On the vertical scale we want to look into the levels of how people speak about the case studies. While some people may speak with a high level of emotional involvement others may speak with a detached sense of calm. The tone of voice tends to determine about 35% of what we understand by another’s message. Therefore, it is imperative that we understand how to control the tone of our voice, but also the approach that is taken through the interpersonal interactions.
1. Reserved Level - At this level it would really be unfair to call the case study interactions a discussion. We have all been involved with group meetings where a chairman tends to dominate the conversation while rarely pausing to see if their are any major objections from the members. I remember being in a board meeting recently where the chairman launched into a 30 minutes dogmatic presentation of his view on an issue. Afterwards, the group seemed unwilling to respond except to say, "Thank you Mr. Chairman!" Even though the leader of the group gets to feel that he maintains control of the discussion, few lasting impressions are made. The Reserved level is often used by the authoritarian leader who is incapable or unwilling to engage in exchange of ideas. At this level, the leader comes to the meeting with his preconceived notions about how issues will be resolved and is seldom willing to listen to any other side of the issues. Unfortunately, many of the members quickly become demoralize and end up with apathetic attitudes toward their involvement in these kinds of group meetings. Without the ability or willingness to be transparent and open to the ideas of others, groups will quickly die. However, there are times when the Reserved level is necessary when someone becomes critical on sensitive issues. Even the apostle Paul assumed a sense of Reservedness when he came under severe attacks by the Jews. Acts 21:10-14:
"When Paul heard about Agabus’s prophecy of his impending persecution in Jerusalem, we and the people there pleaded with Paul not to go up to Jerusalem. Then Paul answered, "Why are you weeping and breaking my heart? I am ready not only to be bound, but also to die in Jerusalem for the name of the Lord Jesus. When he would not be dissuaded, we gave up and said, "The Lord’s will be done."
At times it is necessary for the chairman to move the purposes of God ahead, even when everyone else is in disagreement. In those rare times, when we are compelled to go against the corporate desires of the Spirit led leaders, let us be sure that we are doing the will of God rather than our own plans. A case study discussion needs a leader who knows when to use his powers to command, but not to remain so high minded that the meeting becomes completely didactic.
2. Normal Level - Wise case study leaders learn to use the cultural norms of each group. Whereas one group will be more accustomed to having the leader dominate the discussions other groups prefer to allow each group to have equal opportunities to offer their opinions. What is normal depends on the people’s background, conditioning, and levels of education. The more traditional the people in the group, the less likely they will feel open to share their articulated ideas freely. The more formally educated your participants the more you will need to allow for time to discuss various aspects of the case studies. Paul found that the Jewish leaders expected him to obey the purification rites without questioning their authority, which he did in Acts 19. However, when he went to Corinth he found the people much more free to debate issues so he writes in normal conversational language for the Greek trained thinkers:
"I would like you to be free from concern. An unmarried man is concerned about the Lord’s affairs - how he can please the Lord. But a married man is concerned about the affairs of this world - how he can please his wife - and his interests are divided...I am saying this for your own good, not to restrict you, but that you may live in a right way in undivided devotion to the Lord. In my judgment as woman is happier is she remains single - and I think I too have the Spirit of God." (I Cor. 7:32-35,40)
Paul spoke in conversational language that the Corinthians would considered appropriate, relevant, and contextual.
If he would have spoken this way to the Jewish elders of Jerusalem synagogue, they would have quickly labelled him a heretic. Paul expected every Christian to become a thinking, discerning person who would not depend on a missionary, but on the Spirit to guide him. Normality became a social reality that would not become the ultimate reference point for what is the will of God. Yet, Paul used the social, political, and religious norms to help support individual’s choices in discerning the full will of God. Paul knew that without normalizing the habits, attitudes, and behaviors of a Christian community into a sound system of morals, the individual would have a hard time discerning what was good, better, or the best decision to follow in completing the whole will of God. There was quite a bit of leeway in the approaches that Paul took. Personal preferences were respected. No one was commanded to obey exactly in matters of secondary importance. For example, at Rome some felt that there were certain days that should be used to celebrate festivals, yet others thought these days were unnecessary festivities. Some thought it was right to eat certain kinds of meat and others consciences were not bothered in the slightest for eating all kinds of meats. Paul did not demand that people follow what he considered to be normal in controversial matters. He expected each fellowship through prayer and consultation to arrive at their normal procedures. Let us not try to regulate people’s choices, with our own standards as some of the early missionaries did. Let each church seek their normal ways of carrying out the will of God both individually and corporately under the guidance of the world of God and His Spirit. Paul said, "Each one should firmly make up his own mind. (Rom. 14:5) Hopefully, these convictions will become the norm of each local church so as to form a guide, but not a legal club to guide its members. Case study leaders should remember Paul’s contextual example in leading discussion so that they seek to springboard off of spiritual, religious, and social norms as far as it is possible so that we can be at peace with all men.
3. Affirming - Confidence Level - There are times when the case study leader needs to affirm his members by assuring them of his confidence in their interpretations. An expression of trust, reliance, and confirmation of one’s worth is vital for a leader who wants his group to get beyond the superficial level of discussions. A leader may say something like, "The Lord has a deep concern for each persons’ problems in this group. He longs to show you His power, grace, and blessings. It is His desire, as it is mine, to see each individual enjoy the maximum fruits that come from completing the will of God." Paul learned the skills of affirming his converts as we discover in his teaching. Paul did not give them a long list of rules and regulations to obey, but commended them to the word of God’s grace which was able to build them up. Paul also knew the importance of how groups can affirm one another. Paul encouraged the vital union of believers through the powerful affirmation of the Spirit. Paul resisted the temptation to condemn, judge, and punish his converts, but went out of his way to build them up in the faith. He writes in I Thes. 3:6-10:
"But Timothy has just now come to us from you and has brought good news about your faith and love. He has told us that you always have pleasant memories of us and that you long to see us, just as we also long to see you. Therefore, brothers, in all our distress and persecution we were encouraged about you because of your faith. For now we really live, since you are standing firm in the Lord. How can we thank God enough for you in return for all the joy we have in the presence of our God because of you? Night and day we pray most earnestly that we may see you again and supply what is lacking in your faith."
Paul could have congratulated himself on the work of evangelism, but instead he expressed thanks to God and the Thessalonians for their faith. People need encouragement in our underencouraged world. Case study leaders should take Paul’s example seriously in looking for ways to compliment, encourage, and affirm progress in faith, love, and deeper understandings of the truth.
4. Progressive Level - Case study leaders need to help get beyond reflection to progressive applications in their discussions.
Without a firm commitment to apply the lessons from each case study, the individuals will easily get distracted with trivial issues that are not of vital concern to God. In contrast to some traditionalists who simply are interested in history for its own sake, the progressive case study leader is looking for help with integrative thinking that is constantly challenged the status quo. A progressive case study leader looks to discover ideas that will help solve as many problems as possible from each case. Flexibility is a characteristic of the progressive discussion leader since he is always willing to learn from anyone and any situation. Progressive minded leaders are willing to find alternatives approaches to solving problems. Innovation is a central mentality in a progressive leader. He views each situation as a new experience in learning better ways of making the most of every opportunity. The progressive leader is willing to integrate the cultural, social, psychological, philosophical, theological, and historical elements in his planning. He consistently refuses to accept the fatalistic, passive, or cynical attitudes of those who insist that there is nothing more than can be done to reach the ideals.
Paul told the Philippians in 1:25, "I will continue with all of you for your progress and joy in the faith, so that through my being with you again your joy in Christ Jesus will overflow on account of me." Paul was interested in the growth, advancement, and maturity of his disciples. He expected every follower of Christ to progressively become more like Him in all dimensions of life. For Paul, the Christian life meant that one was either progressing or regressing. Paul constantly look to reform, revive, and renew the people he worked with for their greater joy. By continuously increasing the level, breadth, and depth of the Philippians commitment, they would progressively understand the greater riches found in Christ.
5. Diplomatic Level - A mature case study leader will combine the tact of a professional ambassador with the management skills of a top-level executive.
Diplomats have the ability to negotiate skillfully, thoroughly, and fairly. They somehow sense when to be quiet and when to speak. Diplomatic case study leader know how to use finesse in maneuvering their opponents without causing provocation. They have the steel nerved patience of Job while maintaining a pleasant disposition. They try to bring their followers to a consensus rather than insisting on their own way. They are able to say things like, "Recently, the Lord impressed me from Isa. 40:31, how important it is to wait on the Lord before we are renewed and directed. It would seem that at this time Gentlemen it is better to defer our decision until we all get time to consider the implications of our decisions thoroughly." This not only saves people from rash decisions, but can prevent affronting someones’ dignity. A diplomat knows how to use the right words, but also the proper calm tone of voice in negotiations. He is able to help each group accomplish their maximum potential while maintaining group harmony. He constantly shows a willingness to listen and adjust his views if necessary. Instead of appearing dogmatic, he is responsive to criticism without becoming retaliatory. He is able to rejoice in paradoxical situations because of his deep faith in God’s ability to work all things together for good to those who love Him and are called according to His purposes. (Rom. 8:28)
Paul exhibited this diplomatic leadership before King Agrippa in Acts 26. Paul easily could have responded to Felix’s criticism by exercising a similar harsh tone. Mindful of Prov. 14:1 that says, "A gentle answer turns away wrath, but a harsh word stirs up strife." When Paul spoke to Agrippa it must have been a real clinic in Christian diplomacy. Paul began his statements by saying, "King Agrippa, I consider myself fortunate to stand before you today as I make my defense against all the accusations of the Jews, and especially so because you are well acquainted with all the Jewish customs and controversies. Therefore, I beg you to listen to me patiently."
Within those words, we get the idea that Paul establishes a rapport, trust, and respect for King Agrippa that is paramount to good diplomacy. Often, case study leaders who fail to bring out the best in their groups are unable to gain this sense of interpersonal rapport with their people. Paul knew that what is said is often not as important as how things are said. Then Paul carefully calls attention to his own actual experiences with Christ. He retraces the circumstances that led to his conversion and life’s transformation. He refers to his trainers like an esteemed teacher like Gamaliel along with his rigorous Pharisaical training to enhance his credibility. Paul’s final statement summarizes his keen desire for the King’s well-being when he says, "King Agrippa, do you believe the prophets? I know you do. To which the King replied, "Do you think that in such a short time you can persuade me to be a Christian? Short time or long - I pray God that not only you but all who are listening to me today may become what I am, except for these chains.Paul did such an effective job that King Agrippa says in summary, "This man is not doing anything that deserves death or imprisonment." Paul diplomacy not only worked for the good of the gospel but for his own benefit as well!
