Creed or Conversation Starter? Creating a Shared BAM Understanding
In this new blog series on the BAM Manifesto we are taking the different parts of the Manifesto as inspiration and exploring them in the context of current BAM practice and the still-growing movement, twenty years on.
We asked a group of BAM leaders:
Looking back on the development of the BAM movement globally over the last one to two decades, do you think that a shared understanding created by the BAM Manifesto – and similar materials or opportunities for dialogue – have created growth/momentum in your region, network or sphere?
If yes, please share a little of the ‘how, why and what’ of that development. If no, please share what you feel has helped.
From the responses we’ve ‘charted’ the impact of the Manifesto on the BAM movement over the last few decades – read Part 1 ‘Pioneering Practitioners’ for a fuller introduction.
CREATING SHARED UNDERSTANDING Late 1990s & Early 2000s
The late 1990s saw some early conversation and collaborative efforts among a small network of pioneer BAM practitioners and mission thinkers, with a couple of first books published and the term business as mission emerging through early dialogue. This led to a sudden acceleration of activity globally in the early 2000s which can only have been instigated by the Holy Spirit! Within a few short years from 2000 to 2005, the first full BAM conferences took place, networking/advocacy teams were established, the first websites launched, training courses pioneered, the first BAM investment fund began, key regional consultations started, and a small wave of further books were published.
In 2002 and 2003 the first ‘think tank’ effort for BAM was initiated, convening under the auspices of the Lausanne Movement, and a direct predecessor of BAM Global. This was the first attempt to gather a significant number of practitioners, as well as mission, church and academic leaders, to bring some consensus around the concept and practice of business as mission. In total over 90 individuals worked virtually together and around 70 convened face-to-face in November 2004, to produce the Lausanne Occasional Paper on Business as Mission (2004), a landmark collaborative effort – of which the BAM Manifesto was a concluding one-page call to action.
All of these combined efforts helped to define what BAM was, opening up doors and legitimizing BAM practice. They also enabled BAM practitioners to connect and learn from one another for the first time, leading to shared principles and fruitful practices for business as mission.
Here’s what some of our responders said about the role of the BAM Manifesto – and similar materials and opportunities for dialogue – on the growing recognition for business as mission around the world and increasing cohesion in the movement:
Firsthand Views:
I’m convinced that the original BAM Manifesto, crafted over a period of months leading up to a group of maybe 70 locked in a room for a week, has had a huge impact in helping develop the BAM movement globally. I put this in the category of what church history subsequently harkens back to as key developmental texts, in the form of various creeds which sought to help the church come to grips with major existential issues. I don’t think any of us knew back in the late ’90s what would develop from this social, intellectual, theological, missiological, and practical struggle to frame what we meant by BAM and what God had in store for this movement of His Spirit. I sincerely doubt that early gatherings of church leaders similarly had any idea of how the Lord would use their deliberations under the guidance of His Spirit, to shape the church of the future and its mission in the world. As kairos gives way to long-view chronos we should understand more of its significance. – PS, Canada, MENA & Asia
One of the major contributions of the BAM Manifesto is its attempt to arrive at a shared understanding of what BAM is, some ways in which it can bless humanity and accelerate gospel impacts, and to start opening a biblical, theological, and strategic dialogue among the thousands of practitioners around the world. The Manifesto is not a creed or confession; it’s a conversation and, as such, needs to be revisited, updated, and expanded on a regular basis. Much like the Lausanne Statement of Faith, the Manifesto offers us a place to unite in understanding as we explore what God is saying to all of us and each of us. – MB, USA
Yes, a shared understanding created by the BAM Manifesto and similar materials or opportunities for dialogue has created some kind of life and understanding about the global BAM movement. It has given us a language that we all can talk about and a vision and mission that we all can easily embrace and take it as our own and as a corporate body of Christ. – MT, South Asia
The BAM Manifesto and other similar resources have played a significant role to create a common and agreed upon understanding of what constitutes BAM. This shared and cohesive concept of BAM has facilitated its acceptance by individuals as well as traditional sending organizations and churches. This has helped to expedite the adoption of the unique approach that BAM takes towards business, emphasizing the importance of using business as a means to create positive economical, social, environmental and, most importantly, spiritual impact. We’ve even seen it among the local church, where workplace ministry is being reinforced along with how valuable business can be as a tool for evangelism. Furthermore, these resources have provided a platform for dialogue, debate, and collaboration, creating a space for like-minded individuals and groups to connect and share ideas. This has helped to create momentum and growth within the BAM movement, as more and more people, churches, and organizations have become aware of the potential, dare we say necessity, for kingdom focussed business to be a force to display His goodness to the world. – CN&SK, Southeast Asia
Yes, materials like the BAM Manifesto, and similar ones like the BAM A-Z, help us better communicate what BAM is. The production of content on the subject helps BAM ambassadors serve the network of entrepreneurs and feed them with biblical and practical knowledge on the subject. This reinforces the network and helps entrepreneurs on their BAM journey, as many have no references on how to carry out this work and still struggle with the dichotomy. Materials on the subject shed light and are very helpful for both businessmen and those advocating for BAM. Sharing these materials helps to strengthen and give relevance to the local network of BAM practitioners, as it is where they find their references. – SB, Brazil
What came before the 1990s? Read Part 1: Pioneering Practitioners.
How did this flurry of activity in the early 2000s develop into a global BAM network of networks? Read more in Part 3: Global Ecosystem Growth and BAM Multiplication.
>> Read the BAM Manifesto in full
>> Read the Lausanne Occasional Paper on Business as Mission.
>> Download the BAM Manifesto in 17 languages here
Jo Plummer is the co-chair of BAM Global and the author and editor of many business as mission papers and articles, including the BAM Global Think Tank Report series. She is a Lausanne Catalyst for Business as Mission and the co-editor of the Lausanne Occasional Paper on Business as Mission. She has been developing resources for BAM since 2001 and currently serves as Editor of this Business as Mission website and blog.
Part of the introduction to this post was adapted from the BAM Global Think Tank Report on Advocacy and Mobilisation, by the same author.
