A Holistic Model for Resolving Organizational and Church Conflict
Originally published in American Association of Christian Counselors Connection Magazine
Having served as a senior pastor for more than 25 years in a church-turnaround ministry, I am keenly aware of the need to help church leaders resolve conflicts that will inevitably arise in their ministries. Bible colleges and seminaries typically offer very little guidance in preparing future pastors for this critical role. Much of the available literature primarily focuses on interpersonal conflict, when organizational conflict is a complex, dynamic, and multifaceted subject.
Time for a Paradigm Shift
Church conflict is often avoided and only thought of as a distraction from “normal” church ministry. This approach can make things worse. Conflict in Scripture is clearly presented as a part of normal life and potentially provides opportunities for individual and corporate growth. One clear account of this can be found in the sixth chapter of Acts. “When confronted by a divisive problem in the early Church, the apostles immediately engaged in a redemptive and holistic approach to addressing the threat: During this time, as the disciples were increasing in numbers by leaps and bounds, hard feelings developed among the Greek-speaking believers—‘Hellenists’—toward the Hebrew-speaking believers because their widows were being discriminated against in the daily food lines” (Acts 6:1, MSG).
One of the striking contrasts in this passage is the general assumption that church conflict occurs primarily in times of undesirable circumstances (e.g., economic downturns, declining church attendance, unhealthy church cultures, etc.). However, Acts six describes a rapidly growing congregation with outstanding (apostolic) leadership when experiencing tremendous growth. Indeed, church conflict can emerge when conditions are unhealthy, but it can also happen in the best of times. In the early Church, we see problems develop despite remarkably good circumstances. As seen here, conflict can serve as an early warning system for organizations and create a platform for unparalleled reflection, analysis, and positive outcomes.
A Simple Model to Help
Following is a diagram to illustrate how organizational conflicts can be understood in ways to help church leaders recognize problems early and create healthy conflict intervention strategies. A fundamental principle in this process is to view organizational conflict as having two essential characteristics — “presenting issues” and “root causes.” Presenting issues are the most visible and recognizable dynamic in a conflict. Typically, presenting issues are found at the “Inter-Personal Level” of experience. Surprisingly, however, the root cause of much organizational discord is found in other levels, especially in the “Structural Level.”
The simplest place to start on this diagram is in the smallest circle titled, the “Intra-Personal Level.” This represents an issue that is internal to a person (e.g., spiritual, psychological, medical, etc.). Intervention strategies at this level are usually best found in counseling, coaching, discipling, and offering appropriate treatment. The next largest circle represents conflicts involving at least two people and is labeled the “Inter-Personal Level.” Mediation and/or counseling are most commonly helpful at this level. The next two levels, “Intra-Group” and “Inter-Group,” are distinguished by whether the conflict is located within or between groups. Multiparty mediation or facilitated problem-solving can work well here. Finally, the “Structural Level” rep-resents those issues that exist in organizational domains such as leadership, history, budgets, culture, processes, policies, and procedures, among others. Leadership action is usually required to address deficits at this level.
It is difficult to remain objective and think analytically when we are personally caught up in the emotions of conflict. Having a “map” to guide us can provide clarity in identifying substantive issues rather than succumbing to the feelings experienced in a threatening disagreement. Sorting out the dispute is essential because intervention strategies for each level of conflict require different methodologies. Sometimes several levels of conflict can be addressed simultaneously, but it is often significant to prioritize specific levels in their order of importance. For example, since structural factors usually influence all other stages, correcting deficits here can reduce or eliminate conflict at the lower levels.
Returning to our case found in Acts chapter six, indications of conflict are found at all five levels. The “hard feelings” mentioned between the Hebrew and Greek widows indicate conflict at both the Intra and Inter-Personal levels. Further, since more than one group is involved, the Inter-Group level is also clearly included. Although not stated explicitly, most likely there was also discord within these two groups about who was to blame and/or how to resolve issues. The following verses give us additional insight: “So the Twelve called a meeting of the disciples. They said, ‘It wouldn’t be right for us to abandon our responsibilities for preaching and teaching the Word of God to help with the care of the poor. So, friends, choose seven men from among you whom everyone trusts, men full of the Holy Spirit and good sense, and we’ll assign them this task. Meanwhile, we’ll stick to our assigned tasks of prayer and speaking God’s Word.’ The congregation thought this was a great idea. They went ahead and chose—Stephen, a man full of faith and the Holy Spirit, Philip, Procorus, Nicanor, Timon, Parmenas, Nicolas, a convert from Antioch. Then they presented them to the apostles. Praying, the apostles laid on hands and commissioned them for their task” (Acts 6:2-6, MSG).
The Twelve evidently acted quickly. Despite sparse detail, there is an indication of intentional strategies on numerous levels. Their recognition of structural factors is clear from both leadership delegation and the creation of new structures (a seven-person intervention team). Cross-cultural sensitivities are seen in their selecting leaders from the disenfranchised group (Hellenists) as evidenced by their Greek names. By making spiritual maturity a prerequisite, they demonstrated their priority regarding intra-personal factors. There is also a clear appreciation for the diversity and interdependency regarding spiritual gifting. Verse seven indicates the effectiveness of their intervention: “The Word of God prospered. The number of disciples in Jerusalem increased dramatically. Not least, a great many priests submitted themselves to the faith” (Acts 6:7, MSG).
Organizational conflict (especially in churches) presents both a significant threat and an unprecedented opportunity for leaders and their constituencies. Unless the underlying root causes of these conflicts are identified, appropriately addressed, and effectively resolved, sustainable solutions and successful ministry remain difficult. However, when church conflict is viewed as a ministry opportunity, spiritual growth and increasing ministry outcomes become much more likely.