A History of the Mennonite Brethren Church, Ja Toews

ue, this weakness was rectified later by the emergence of a new leadership, and by Claassen 's return and active involvement in the solution of the crucial problems the church faced at the time, but the costs in terms of lost spiritual vitality and of a positive witness in the Mennonite community, can hardly be over-estimated. Friesen reminds us that even the slightest deviation from God's perfect will, whether it is against better knowledge or because of willful ignorance on the part of church leaders, always has resulted in serious consequences for God's people, especially for a young religious movement. a In Chortitza the early Mennonite Brethren Church also experienced serious leadership difficulties. Already before the official organization of the church, in 1859-1861, Abraham Unger, the recognized leader of the group, was corresponding with J. G. Oncken, the Baptist preacher in Hamburg and was seriously considering inviting the Baptists to assist the Brethren in the formation of a new church. Gerhard Wieler convinced him that this would not be in the best interests of the group. Unger's Baptist leanings had the effect of polarizing the group theologically. Moreover, his associate minister took sides against him during the period of excessive emotionalism, which Unger tried to combat. The unruly elements made Unger's leadership so difficult that he finally resigned. Eight brethren then united to send a request for help to Hamburg. In the spring of 1866, August Liebig, an ordained Baptist minister, came to serve the Brethren with his counsel and teaching. Liebig's ministry was highly beneficial and greatly appreciated. He brought the unruly brethren to order by serving as chairman at their meetings! Liebig realized that much of the confusion and controversy within the congregation could be attributed to the fact that the brethren kept no "minutes" of their deliberations. This absence of any records 54 HISTORY OF THE MENNONITE BRETHREN CHURCH 8. Johann Harder 9. Abraham linger made it easy for self-willed individuals to resort to arbitrary procedures and change or modify previous resolutions accepted by the group. Liebig's suggestions on how to keep minutes were readily accepted. Moreover, he taught them the elementary aspects of parliamentary procedure; e.g., that the speaker must rise before he addresses the congregation, that he must speak to the church and not become personal, and that he must not speak more than three times on any question under discussion "in order that the mind of the church be revealed." When these simple rules were not observed, he would call the meeting to order by saying: "God is a God of order!"" Those members who had monopolized the discussions in the past were not too happy with these innovations; but the majority accepted these practical suggestions with deep appreciation. Liebig's ministry lasted only two weeks. Local Mennonite authorities had him a