The fourth in the series recognises that Competition is a difficult word for the church. In the wild, animals compete for food and territory, and this tension drives adaptation. But in the church, competition often feels like a zero-sum game, who’s in charge, who gets the most members, who has the best worship, more often fuelled by anxiety than faith. That anxiety can choke creativity, turning vibrant missions into mini turf wars.
Most leadership and systems theory tell us that a little healthy tension can actually sharpen identity and purpose. When churches see competition as a sign they’re uniquely called to a specific community rather than a threat, it becomes a motivator for innovation. Differentiation becomes a deliberate act of mission, each expression carving out its niche while still remaining connected to the larger body.

“Healthy organizations are understood not by their sameness but by their capacity to differentiate and adapt.”—Peter Senge, The Fifth Discipline.
A good example is church communities that focus on specific demographics, one for families, another for artists, another for students, each pursuing its calling without envy or encroachment. Leaders who nurture this healthy diversity, rather than fear it, foster resilience and growth. It’s about creating a culture where competition spurs mutual encouragement, not jealousy or conflict.

The challenge lies in maintaining clarity amidst tension. Leaders must set clear boundaries of mission, respect differences, and celebrate each community’s unique contribution. And they must do it with humility, acknowledging that competition is a signal to sharpen the focus, not a reason to divide. In the end, competition when set alongside the other ecological discussed in the previous post, can be a crucible for innovation, clarity and sustainability. It reminds us that the church’s strength isn’t uniformity but a diversity of callings that, when held well, strengthen the whole.