“Learn to love the question.”
– Neil DeGrasse Tyson
There’s a well-known parable in public health circles—credited to sociologist Irving Zola—that has shaped how we think about care, crisis, and systems. But it’s more than a health metaphor. It speaks directly to the heart of the Church and the way we lead, serve, and love.
Let’s take a moment to step into this story.
The Scene: Mill Creek, Indiana
It’s a perfect summer day at the waterfall on Mill Creek in Owen County, Indiana. Picture a church picnic—canoes on the water, laughter from kids, sandwiches being passed around. It’s peaceful.
Then chaos erupts. People begin pouring over the waterfall in distress. Some are crying out. Some are silent, desperate to keep their heads above water.
Instinctively, we rush in. We dive into the cold river to save who we can. We toss out life jackets. We teach people to swim. We build makeshift rescue stations downstream. We do everything we can—but they keep coming. It’s relentless.
Then a few of us start walking away.
“Where are you going?” we shout.
“To find out why people keep ending up in the river,” they answer.
Why Are People Falling In?
Upstream, we find the cause.
We see a series of bridges where people are trying to cross the river. Some bridges are solid and safe. Others are crumbling. A few have gaping holes, and people fall through without warning. In some places, people are even being pushed.
Suddenly, the chaos downstream makes sense. People aren’t ending up in the river because of laziness or personal failure. The system itself—the bridges—are broken. And while some bridges get regular maintenance and investment, others have been neglected or ignored entirely.
The lesson? To change outcomes, we have to go upstream.
The Church’s Tendency to Camp at the Waterfall
The Church often sets up camp at the waterfall’s edge. We’re good at reacting—rescuing, responding, reviving. But what if we spent more time upstream? What if we focused more energy on preventing the crisis instead of always scrambling to respond to it?
Healthy churches do all three:
- They operate downstream to respond to crisis.
- They pivot midstream through ongoing learning and flexibility.
- But most critically, they go upstream to build a culture of health and sustainability.
Rethinking Routine
Too often, our church practices are driven by routine, not reflection.
Take this story: a new pastor meets with the worship team, only to find that every element of the service is based on tradition or the preferences of former pastors. “Why do we do this?” they ask. No one has a solid answer.
That pastor leads them through a journey—not just of redesigning a worship service, but of rediscovering identity. Together, they create a service shaped by theology and mission, not preference or habit. That’s upstream work.
A Case of Misplaced Energy
In another church, a leader sees skateboard marks on a new sidewalk. Instead of seeing an opportunity to engage the only teenagers using their space, they respond with a harsh policy and signs to keep them away.
They missed the point—and missed the people. Ten years later, that church is closed.
Upstream work would have asked the harder question: Why aren’t more young people here in the first place? And how might we build bridges that invite them in instead of pushing them away?
Upstream, Midstream, Downstream
True organizational health involves all three positions on the river:
- Upstream is where we build culture, shape values, and prevent future crises.
- Midstream is where we learn, adapt, and grow—where education happens.
- Downstream is where we respond to the crises that inevitably come.
Healthy churches are positioned along the whole river. But they invest the most energy upstream because they know that what happens upstream shapes everything downstream.
Midstream Matters Too
In consulting with churches, I often hear the question: What are the three biggest things hurting churches today?
My answer:
- Organizational health
- Education (you don’t know what you don’t know)
- Doing conflict the way of Jesus
The middle of the river—education and awareness—is where so many churches get stuck. We assume we know enough, or we rely on outdated models for a culture that no longer exists. I often joke: If 1950 comes back, the church will be ready. And if 1850 comes back, the Lutherans will be even more ready.
But to follow Jesus is to be a lifelong learner. Midstream work—ongoing growth, openness, and humility—is essential.
It’s Time to Get Upstream
Church, it’s time.
Not to abandon downstream needs—crisis and conflict are inevitable and important. But to focus our energy upstream—on building systems, cultures, and communities that are healthy, sustainable, and rooted in Jesus.
Upstream work isn’t flashy. It takes time, reflection, humility, and a willingness to ask hard questions. But it’s the kind of work that changes everything.
So let’s get upstream.
Let’s build better bridges.
Let’s shape a healthier Church.
Because what happens upstream determines everything that follows
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