Abstract
This paper examines the challenges faced by Christian faith-based organisations in New Zealand when using non-financial metrics to report on missional impact. There are tensions that arise due to an organisation’s understanding of its role in the mission of God, particularly in effecting transformational change and how it perceives effectiveness. This paper explores these tensions by considering the impact of missional faithfulness and language, as well as the cultural pressures of growth, management metrics, and institutionalism. This paper also discusses tensions that relate to using stories for persuasion, control, and accepting failure. Finally, the paper provides recommendations to mitigate some of these tensions.