The Early Church Was Complex, Not Simple

Without noting it specifically, Schnabel (2004) described the spread of the early church throughout the mediterranean world in the first century under the direction of the Apostles along the lines of complex adaptive systems (CAS) theory. The new emergent churches self-organized in what might be termed regional networks with each church functioning along the lines of what CAS theory would describe as independent agents.

In contrast to traditional mechanistic and even more current organic and open systems organizations, leadership in CAS finds expression within a network structure of “non-hierarchical relationships comprised of human points of contact” (Hatch & Cunliffe, 2013, p. 281). Hatch and Cunliffe delineated how networks form in light of “fragmented, specialized markets” (p. 281) and end up developing unique “lateral relationships and partnerships” (p. 281).

From a CAS theory perspective, then, the early missional churches lived and thrived in states of disequilibrium. They co-evolved as a system and network along with their environment they were seeking to impact. The new logic of leadership in CAS theory is really old logic: “leadership is an emergent event, an outcome of relational interactions among agents” (Lichtenstein et al., 2006, p. 2).

From my work in assisting church planting movements in east and south Asia, and even central Europe, the CAS approach fits naturally; those doing successful church planting actually approach leadership and change from a CAS perspective without knowing the theory. Leaders build shared vision within the larger complex system, take a facilitative and empowering approach toward other agents (leaders and churches), and enable change rather than direct change.

Interestingly, church planting in the USA happens slowly compared to many places in the world. Might this be at least partially explained by the commitment to traditions and mechanistic models of formal education, church buildings, full funding, and using processes and employing leadership in ways that are non-adaptive?


Hatch, M. J., & Cunliffe, A. L. (2013). Organization theory: Modern, symbolic, and postmodern perspectives (3rd ed.). Oxford, England: Oxford University.

Lichtenstein, B. B., Uhl-Bien, M., Marion, R., Seers, A., Orton, J. D., & Schreiber, C. (2006). Complexity leadership theory: An interactive perspective on leading in complex adaptive systems" Emergence: Complexity and Organization, 8(4), 2-12.

Schnabel, E. J. (2004). Early Christian mission. Downers Grove, IL: IVP.