《Sermon Illustrations (D~F)》(a compilation) table of contents
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- Ken Davis, How To Speak To Youth , pp 19-23.
- Joe Aldrich, Friendship Evangelism , Billy Graham Evangelistic Association.
- Thomas Wedel, Ecumenical Review , October, 1953, paraphrased in Heaven Bound Living , Knofel Stanton, Standard, 1989, p. 99-101.
Lengthy IllustrationsWe conducted a three-phase experiment at Rockford College, and used over 100 college graduates who were preparing for youth ministry. In the first phase: We took a young volunteer from the room and blindfolded him. We simply told him that when he returned, he could do anything he wished. He remained outside the room while we instructed each audience member to think of a simple task for the volunteer to do. When the volunteer returned, they were to shout their individual instructions at him from where they sat. Prior to this, we privately instructed another person to shout a very specific task at the blindfolded volunteer as though it were a matter of life and death. This person was to attempt to persuade the blindfolded volunteer to climb the steps at the back of the auditorium and embrace an instructor who was standing at the door; he had to shout this vital message from where he sat in the audience. The volunteer was oblivious to all instructions and previous arrangements. The volunteer represented our young people, the audience represented the world of voices screaming for their attention, and the person with the vital message represented those of us who bring the message of the Gospel to youth. The blindfolded student was led back into the room. The lecture room exploded in a din of shouting. Each person tried to get the volunteer to follow his or her unique instructions. In the midst of the crowd, the voice of the person with the vital message was lost; no single message stood out. The blindfolded student stood paralyzed by confusion and indecision. He moved randomly and without purpose as he sought to discern a clear and unmistakable voice in the crowd. The second phase: We told the audience about the person attempting to get the volunteer to accomplish the vital task. At this point we chose another person from the audience to add a new dimension. This person's goal was to, at all costs, keep the volunteer from doing the vital task. While the rest of the audience was to remain in their seats, these two people were allowed to stand next to the volunteer and shout their opposing messages. They could get as close as they wished; however, they were not allowed to touch the volunteer. As the blindfolded volunteer was led back into the room, the shouting began again. This time, because the two messengers were standing so close, the volunteer could hear both messages; but because the messages were opposed to each other, he vacillated. He followed one for a bit, then was convinced by the other to go the opposite direction. In order for young people to hear our message we must get close to them. Even then, there are others with opposing messages who also are close enough to make their messages clear. Sometimes they are peers, relatives...The main lesson: only the close voices could be heard. Even though the volunteer took no decisive action, at least he heard the message. The third phase: The response to the third phase was startling. In this phase everything remained the same except the one with the vital message was allowed to touch the volunteer. He could not pull, push or in any way force the volunteer to do his bidding; but he could touch him, and in that way encourage him to follow. The blindfolded volunteer was led into the room. When he appeared, the silence erupted into an earsplitting roar. The two messengers stood close, shouting their opposing words. Then, the one with the vital message put his arm gently around the volunteer's shoulder and leaned very close to speak directly into his ear. Almost without hesitation, the volunteer began to yield to his instruction. Occasionally he paused to listen as the opposition frantically tried to convince him to turn around. But then, by the gentle guidance of touch, the one with the vital message led him on. A moment of frightening realism occurred spontaneously as the one with the vital message drew close to the goal. All those in the audience, who up to this point had been shouting their own individual instruction, suddenly joined in unison to keep the volunteer from taking those final steps. Goose bumps appeared all over my body as students began to chant together, "Don't go!" "Don't go!" "Don't go!" So many times I've seen the forces that pull our youth in different directions join together to dissuade them from a serious commitment to Christ. The chant grew to a pulsing crescendo, "Don't go!" "Don't go!" But the guiding arm of the one with the vital message never left the volunteer's shoulder. At the top of the stairs in the back of the lecture hall, the one with the vital message leaned one last time to whisper in the ear of the volunteer. There was a moment of hesitation, then the volunteer threw his arms around the instructor and the auditorium erupted in cheers and applause. When the volunteer revealed how he felt as he went through each phase, it became apparent that if our message is to be heard, we cannot shout it from the cavernous confines of our church buildings. We must venture out and draw close to those with whom we wish to communicate. If we really seek a life-changing commitment from our young people, we also must reach out where they are and in love, gently touch them and lead them to that commitment. We asked the volunteer why he followed the one with the vital message, the one who touched him. After a few moments he said, "Because it felt like he was the only one who really cared." Ken Davis, How To Speak To Youth, pp 19-23. 
A model from the world of real estate becomes instructive at this point. A firm in Salem, Oregon, assigns 500 families to each agent. Agents are expected to contact each assigned family once per month for a year. The contact may be personal, a telephone call, or a letter. Research indicates that it takes at least six contacts for people to remember who the agent is and the firm represented. During this time of "building relationships," agents are encouraged not to go in the house (good psychology, everyone else is trying to get their foot in the door). Furthermore, they are encouraged not to ask for a listing during this "get acquainted" time. Obviously, there would be exceptions to these restrictions, but they do illustrate an understanding of what it takes to create a favorable climate for selling real estate. After the initial year of regular contacts, the agent continues to communicate with the assigned families on a scheduled, systematic basis. Research reveals that if this pattern is followed consistently for one-year-and-a-half, the agent will secure 80% of the listings. What does the real estate firm know that we either do not know or overlook? First, people do not like to be confronted by strangers seeking entrance into their homes. In fact, in many communities this is socially unacceptable. The sales person or any other unknown professional who arrives at the door is automatically confronted with a high sales resistance. If the door is opened, it is done with a determination not to be "taken in" by sales talk. The salesperson professionally represents the product, and consequently the sales pitch is discounted at least 50 percent. However, if a friend comes over and shares a glowing personal testimony concerning the value of the agent's product, the reaction is apt to be markedly different. A satisfied customer makes the most effective salesperson. Second, people are more inclined to do business with acquaintances than strangers. Third, it takes time and effort to build a healthy decision- making climate. Fourth, there is no substitute for time. Often it is necessary to "make haste slowly." Joe Aldrich, Friendship Evangelism, Billy Graham Evangelistic Association.
On a dangerous seacoast where shipwrecks often occur, there was once a little life-saving station. The building was primitive, and there was just one boat, but the members of the life-saving station were committed and kept a constant watch over the sea. When a ship went down, they unselfishly went out day or night to save the lost. Because so many lives were saved by that station, it became famous. Consequently, many people wanted to be associated with the station to give their time, talent, and money to support its important work. New boats were bought, new crews were recruited, a formal training session was offered. As the membership in the life-saving station grew, some of the members became unhappy that the building was so primitive and that the equipment was so outdated. They wanted a better place to welcome the survivors pulled from the sea. So they replaced the emergency cots with beds and put better furniture in the enlarged and newly decorated building. Now the life-saving station became a popular gathering place for its members. They met regularly and when they did, it was apparent how they loved one another. They greeted each other, hugged each other, and shared with one another the events that had been going on in their lives. But fewer members were now interested in going to sea on life-saving missions; so they hired lifeboat crews to do this for them. About this time, a large ship was wrecked off of the coast, and the hired crews brought into the life-saving station boatloads of cold, wet, dirty, sick, and half-drowned people. Some of them had black skin, and some had yellow skin. Some could speak English well, and some could hardly speak it at all. Some were first-class cabin passengers of the ship, and some were the deck hands. The beautiful meeting place became a place of chaos. The plush carpets got dirty. Some of the exquisite furniture got scratched. So the property committee immediately had a shower built outside the house where the victims of shipwreck could be cleaned up before coming inside. At the next meeting there was rift in the membership. Most of the members wanted to stop the club's life-saving activities, for they were unpleasant and a hindrance to the normal fellowship of the members. Other members insisted that life-saving was their primary purpose and pointed out that they were still called a life-saving station. But they were finally voted down and told that if they wanted to save the lives of all those various kinds of people who would be shipwrecked, they could begin their own life-saving station down the coast. And do you know what? That is what they did. As the years passed, the new station experienced the same changes that had occurred in the old. It evolved into a place to meet regularly for fellowship, for committee meetings, and for special training sessions about their mission, but few went out to the drowning people. The drowning people were no longer welcomed in that new life-saving station. So another life-saving station was founded further down the coast. History continued to repeat itself. And if you visit that seacoast today, you will find a number of adequate meeting places with ample parking and plush carpeting. Shipwrecks are frequent in those waters, but most of the people drown. Thomas Wedel, Ecumenical Review, October, 1953, paraphrased in Heaven Bound Living, Knofel Stanton, Standard, 1989, p. 99-101.
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