Not our Parents’ Judaism: Resetting the Religious Marketplace

• Religion in general, and Judaism in particular, continues to evolve and change. By comparison, if we only were to explore the religious platforms that previously defined liberal Judaism with contemporary Jewish religious expression, we can see the dramatic shifts and changes that have redefined Judaism within the American context.
• American Judaism continues to be an influential force within our larger society. We often underplay the significance and impact of religious values and ideas on culture and politics.
• Against a backdrop of political uncertainty and social disruption, religious identity is taking on new meaning, as faith communities provide an alternative gateway of engagement and community. In periods of instability, religion offers a safe space.
• In this moment, liberal religious institutions have a unique opportunity to reshape their mission, message, and models of organizing. Indeed, various bottom-up/outside-in initiatives are underway, designed to supplement, prod, and/or replace the vacuum left by umbrella or denominational structures.
• In an age of experimentation and choice, and in a market environment of increased competition, alternative models of religious practice, teaching, training, and organizing have become a part of the changing religious economy.

In this essay, we are taking a deeper dive into key aspects of the US Jewish religious economy. At the outset, it will be important to examine some new generic trends linked to contemporary religious life that are contributing to this transformational moment. Indeed, neither the religious culture we are experiencing or the institutional forms of practice resembles the religious behaviors that defined our parents’ generation.

New Religious Patterns: New data from Pew offers some insights into the “leveling off of religious decline” and the growing interest of young Americans in spirituality. Nearly half of Americans (47%) describe themselves as religious, another 33% say they are spiritual but not religious. Both of these factors will have implications for Jewish religious institutional practice.

Religious Switching: In 2022, PRRI found that about one in four Americans say they were previously a follower or practitioner of a different religious tradition or denomination than the one they belong to now. Other American religious demography studies estimate the number of religious switchers at higher rates. The notion of religious “switching” represents a pattern that the Jewish community has been monitoring for some time and is aligned with studies on Jewish identity and religiosity.

The Awakening: Since October 7^th (2023), there has been an upturn in Jewish affiliation and connection, as the return of unaffiliated Jews has accelerated participation in school enrollments, fund raising for Jewish causes, and synagogue memberships.

An overview of the US Jewish religious economy can be characterized by diverse range of economic models and by high average household incomes and a significant amount of charitable giving.

Beyond economic behavior patterns, it is essential to analyze religious institutional practice. Based on interviews with clergy, laity, and professionals who study religious institutional life, six core issues are seen as disrupters to the present state of synagogue life:

• Limited Financial Resources, Growing Costs: Congregations are reporting budgetary challenges and the need to secure alternative revenue streams. The concerns in this area encompass dues challenges, rising costs for personnel and building maintenance and security, and identifying additional income options.
• Declining Memberships: While some congregations continue to grow, others are reporting since the pandemic a loss of members and cite difficulty in acquiring new members. The cost of synagogue affiliation continues to be a major consideration.
• Rising Competition: Synagogue report that they are facing competition from an array of sources including alternative synagogue models, the availability of “rent a rabbi” options, and the fact that synagogues must compete with other activities and family priorities. With the rise of the virtual synagogue and the development of social media platforms and programs.
• The Challenge of Identifying and Developing Lay Leaders: Having well-trained leaders who understand board fiduciary responsibilities and board management roles. Currently, synagogue boards are often unprepared to take on the duties required of congregational leaders. Frequently, presidents and officers of such institutions assume such roles with little to no orientation or training.
• Professional Challenges and Relationships: Strengthening clergy-lay relationships. Helping both rabbis and their lay leaders to effectively communicate remains a missing link in supporting this essential partnership. There are simply inadequate resources for sustaining and supporting the leadership skills that congregational leaders, both lay and professional require. As some synagogues continue to reduce their operational budgets, in the process some of the core educational and leadership funds are sacrificed.
• The Value-Added of Denomination Affiliation: Some congregational leaders report disagreements in connection with whether a synagogue ought to retain its membership with its denominational umbrella organizations.

 Other Trend Lines:

 There are simply inadequate resources for sustaining and supporting the organizational skills that congregational leaders, both lay and professional require. As some synagogues continue to reduce their operational budgets, in the process some of the core educational and leadership funds are sacrificed.

At times, synagogues are tied to an existing organizing model that limits their capacity to be innovative. The existing denominational model are seen by some religious leaders as costly with declining benefits. Increasingly, congregations and more directly their professionals, are securing services and purchasing resources from alternative (boutique) startup and resource-driven organizations, designed to market specific programs, services, and content materials. While procurement from outside vendors adds to institutional costs, often such resources are not available through their denominational portals. Considering that denominational structures have few resources and services, congregations are either going without necessary support services or are electing to purchase such offerings from independent contractors.

As in the past, various non-traditional models have resurfaced and have gained significant traction and communal attention. No better case example would be Chabad.

“Holy Envy” has resulted in synagogues examining and in some instances appropriating mega-church systems, community organizing frameworks, and the adoption of business models.

New Realities:

Since October 7^th (2023) we can identify several additional new realities. On the one hand a number of congregations, their schools and camps are reporting increased numbers of attendees, new members and inquiries. On the other, the politics that have been generated since the start of this Gaza Conflict have served to divide congregants and at times created tensions between rabbis and their boards or with members.

In addition, clergy burnout has contributed as well to the growing set of challenges facing our Jewish professionals.

On Reflection:

I have had occasion to identify particular trends, introduce case studies, and summarize some of the existing research in this field.

The religious marketplace will be directly impacted by three elements:

• Change will occur faster and be increasingly more disruptive, challenging religious leaders and institutions to reimagine their messaging, use of space, and clergy roles.
• AI will contribute to totally reframing the flow, pace and scope of information. The religious world will be able to take advantage of access to data and the ability to efficiently generate materials.
• As we will continue to experience technological breakthroughs, there will be multiple new social and media platforms allowing the religious market space to expand its reach. On-line delivery of programs will accelerate proportionately.

Even as religious organizations face significant challenges, there are important and potential change elements in play that are likely to transform the American religious enterprise moving forward.