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• Getting together (→ a shared call)
• Exploring the possibilities (→ a shared vision)
• Thinking ahead (→ shared values)
• Organising support (→ a shared venture)
• Nurturing the team (→ shared leadership)

Why be systematic about starting a fresh expression? The main reason is that we worship a systematic God. God looks ahead and plans (Ephesians 1.4-6). He has built order and structure into creation. When humans (made in God's image) behave carefully and methodically, they echo this aspect of God's character.

GETON seeks to present good practice in starting fresh expressions in a systematic form, so that practitioners can imitate the methodical side of God.

We cannot emphasise enough the value of drawing on received wisdom in starting each fresh expression. People who have walked the journey before you may have made mistakes that you can learn from, and done things well that you can build on. Discipleship is all about learning - often from our fellow Christians.

GETON pulls together some of the lessons from pioneers' experiences so far, in the hope that new fresh expressions can be built on solid foundations. The key to a fruitful and sustainable venture is to start in the right way.

But don't fresh expressions develop haphazardly? You might say the same about some works of art. 'The lines and colours in that painting look so random!' Those in the know, however, would see that the artist has improvised within a framework of recognised good practice.

Fresh expressions do involve creative inspiration. They are often unpredictable and bring surprises. But like good art, improvisation works best within a disciplinary set of rules. (Ask a jazz player!) GETON is intended to provide that framework.

Aren't fresh expressions too varied to be covered by a single checklist? This may prove to be the case. But we are struck by developments in the business world. Very different companies employing a wide variety of practices are looking for common structures behind their processes.

They hope that these commonalities will enable them to codify good practice, allow firms to 'benchmark' their operations in comparison with others and provide managers with frameworks to structure their thinking. Models for starting a business, for example, have been developed.

This search for a deep structure behind divergences in practice should come as no surprise to Christians, who believe that God brings order out of chaos. GETON represents an attempt to bring order to the many different ways in which fresh expressions develop.

Aren't you presenting another model of church? You often say that fresh expressions is a mindset, not a model. But GETON sounds like a model. Aren't you being inconsistent?

It is true that we don't favour specific models of fresh expressions. One set way of being church - whether it is café church, cell church or some other model - is unlikely to connect with the many different cultures in today's society.

When we say that fresh expressions is not a model, we mean that you can't assume that a form of fresh expressions which is fruitful in one context will be appropriate for another. Fresh expressions come in many shapes and sizes.

But this is not to say that there can't be an overall framework for thinking about the process of starting a new form of church. One framework can lie behind many different types of fresh expression. You can call this a model if you like, but we prefer 'checklist' to emphasise that you can work flexibly within it. GETON should be adapted to each context.

Global corporations are trying to do the same sort of thing. Many are seeking to standardise their processes so that they can be used very differently in different parts of the world. Recruiting staff, for example, might be broken into discreet steps, which managers apply in a huge variety of ways according to the circumstances.

The underlying sequence of steps helps managers to think systematically about what they are doing and not overlook something. Using the process flexibly, on the other hand, allows operations to be 'customised' to the specific context.

Variety and standardisation is the holy grail for many organisations today, reflecting a world in which scale and personalisation are coming together. (See What will successful organisations be like?, a page on The Tomorrow Project website.) 

Might GETON be too rigid? We would emphasise that GETON should not be seen as a rigid set of steps to be followed in sequence. Sometimes there will be a logical progression from one 'letter' to the next. More often, perhaps, the elements will overlap or be taken out of order.

That is why we suggest GETON be used as a checklist to avoid overlooking things and to spark ideas.

We don't see GETON as the last word in how to start a fresh expression. It is offered provisionally, as a helpful tool. If you don't find it useful or it doesn't work for you, please let us know. Your comment might be the catalyst for developing a more effective approach.

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