Category: Leadership

A Case Study on Church Conflict

First: Review the 7 Levels of Conflict

Church conflict happens in lots of places. Understanding the dynamics and what can be done needs practice. The following case study is a chance for you to put theory into practice.

Review the Case Story

Background

Blessed Peace Church is located in Keiffer, a small town. This congregation has been in existence for over 135 years. There is a sense of wellbeing in the greater community and the population has been growing steadily in recent years due to the high quality of life offered. Keiffer has a college, a new telecommunication center for a large insurance company and an established manufacturing factory nearby that employs a lot of people. Because of these factors, new people are moving into the area alarming older residents with the need for new schools and other services. Change is happening despite growing opposition.

Current Reality

This growth has also brought about challenges in the congregation over the last 5 years.  Once a small church, Blessed Peace has now grown in size (Average Weekly Attendance 115) and style offering a full program for children, youth and adults.  Its ministry has developed, stretching the budget and space needs. There is now a growing college student program that is led by a new member, Charles Tony. Mr. Tony has been a member of the congregation for less than 2 years and has established an effective ministry with students that totals 45 each Sunday. He tends to work best alone and values growth.

Pastor Martha Rowlings has been at the church for 6 years and is now receiving a steady stream of complaints about the Student Ministry from older members. They share that this new group is not sharing space well, they consume a part of the budget that could be used on other ministries and seem not to appreciate established leaders or approved ways for doing things.

What Happened

At a recent Church Council Meeting, Mr. Tony made a request on behalf of the students requesting that a second worship service begin next month. They would meet on Sunday evenings in the Fellowship Hall and offer a contemporary style of praise and song. He would take the responsibility to find musicians and promote this new venture on behalf of the congregation. When Pastor Rowlings, who did not know about this request in advance, asked that the congregation form a task group of 7 members of the church (older members and students) to further study this matter to gain support and to properly organize this activity, Mr. Tony objected. He stated that if the church did not approve his request, he would quit and the students would leave.

A heated debate occurred that raised all the underlying issues that the congregation was struggling with over this ministry: lack of communication, the difference of perspectives, allotment of resources, confusion and a desire to do things the way they have been done in the past.  While no one opposed the request, some expressed doubts that the request was brought before the Council properly and with the support of the Pastor, as it should be. Assumptions and insults followed over whether the proper process was followed. What was the impact on the budget expected to be? The congregation wanted to support student ministry but not be held hostage.

In frustration, the Council Chair finally deferred the matter until the next meeting. He suggested that the Pastor and Mr. Tony meet together during the week to work out a proposal that would be beneficial to both the students and the church. Mr. Tony did not show up for that meeting.

Afterwards…

People began to talk and take sides. Some believed that the student ministry was taking over the church and needed to be more respectful. Mr. Tony had overstepped his boundaries. Other leaders wanted to do all they could to support the newer members and suggested that a second worship service would help alleviate tensions between the 2 groups. My Tony did bring new energy to the church and the young adults responded well.

Sadly, nobody knew what to do to resolve the matter or the conflict that led to the place that they now find themselves. So they call you…

Discussion Questions

  1. What level of conflict do you think the church is encountering and why?
  2. What would you suggest be done to resolve the tensions and bring about a restored trust and wellbeing to the congregation?
  3. Is there a way to meet the needs of both the older members and students? Can you see a way forward?

Understanding and Working Through the 7 Levels of Conflict

Conflict occurs when 2 or more people or ideas try to occupy the same place at the same time.  Understanding the 7 Levels of Conflict helps you understand the root causes and how to respond appropriately.

Note:  if a situation is mishandled, the level of conflict escalates. So it is always best to recognize the level and address it in a timely manner.

 

Level 1: Peace in the Valley

Level 1 is basically the phase where all is well.  Ministry is happening. Nothing is wrong and people work well together.  Unfortunately, this level is fleeting – it needs attention to thrive.

Possible responses include:

  1.  Hold a shared vision before the group
  2. Monitor actions between people and groups
  3. Encourage creativity
  4. Establish a Behavioral Covenant (link)
  5. Practice good communication – use “I” statements

Level 2:  We Have a Problem to Solve Together

Level 2 is all about having a mutual problem to solve.  It’s about information. Perhaps there is a new ministry that needs space in the church or there is now a need for a nursery. At this phase, there is a high level of respect and trust.  You won’t find any personal attacks here.  The focus is on the present and what is possible.  You may notice some misinformation. People may not understand the need for a new ministry.  Perhaps an older Sunday school class is the perfect spot for the nursery because of its proximity tot he Sanctuary.

Possible responses include:

  1.  Focus on the facts
  2. Define the problem
  3. Share information
  4. Encourage collaboration to search for the best options to resolve the problem

At Level 2 it is important to train people on how to work through disagreements.  Set clear boundaries.  Be hard on the issue and soft on people.  Work for a win-win solution.

Level 3: We disagree but I want to look good!

Conflict can be caused by funding challenges and where the money is spent.  Offering a second worship service to reach new people.  Even setting a vision for the future can cause tensions to flare.  A disagreement about the strategies and methods used to accomplish a goal can upset people if not handled well. Even the process you use to reach an important decision is not received well.

At this level, people are self-protective and the problem becomes secondary.  They form sides and want to be right or save face.  The goal is to solve a disagreement yet you will notice that there is a record kept of wrongs against people.  Triangulation occurs and trust suffers.  People sometimes cast doubts on other people’s intent.  Things begin to get messy.

Possible responses include:

  1.  Stay focused on common goals and ground
  2. Stay in the moment
  3. Help people seek to understand one another
  4. Ask clarifying questions
  5. Express feelings rather than opinions
  6. Rebuild trust
  7. When necessary: apologize!

Level 4:  We’re in a competition and I want to win!

At this level of conflict, different goals in a group are usually the culprit. You will notice that people are out to win and get their way regardless of what it does to others.  Mutual goals are not supported at this level.  It seems like people are in a contest to win by any means possible.

When power is misused and manipulation occurs, people take sides.  There is “us” vs “them” mentality.  Assumptions flourish. Personal attacks happen. An example of this level is trying to block a second language congregation for using your facility.  It may be that a neighboring church had a fire and needs a place to worship.

Possible responses include:

  1.  Agree on ground rules
  2. Set mutually acceptable goals
  3. Talk separately with the various parties involved to clarify assumptions and check reality.  Discern the needs, objectives, and challenges of the groups involved.
  4. Use liturgical means to bring about healing (prayers of confession, anointing, etc.)
  5. Call in a crisis team or a trained facilitator to help people work through their situation in a just manner.

Level 5:  We will protect ourselves – You must leave!

This level of conflict is often directed at a Pastor or new members who come with different ideas on how to accomplish things.  It tends to focus on the norms or things that we believe.

In this situation, people want to protect their group.  They feel that there way of doing things or their core beliefs are being threatened.  Tensions escalate from the last level as people begin to plot to get rid of someone or a group.

You may notice that there are now organized factions that are causing people to fight or flee.  “You” statements are voiced.  People feel attacked and conflict becomes personal.  Some members feel uncomfortable with what is happening and panic – others leave.

Appropriate responses include:

  1.  Separate people from the issues
  2. Allow people to leave with dignity
  3. Surface majority and minority views
  4. Set boundaries
  5. Use good organizational processes
  6. Generate options for mutual gain
  7. Focus on interests not positions
  8. Hire a mediator

Level 6:  We’re at war and I will destroy you!

When things get out of hand and you reach this point, it is painful to everyone involved.  Groups want to destroy the other and are out for revenge.  Core values seem under attack. Deep positions become intense. There is actual talk of eradicating the opposition.

At this level, you will notice several things:  people forget that caused the conflict in the first place, issues become causes, people think the ends justify the means.  They become fanatical.  Positions deeper.

An example of this level that I see most often is getting rid of your pastor.  It’s not enough to get them “fired” – some have contacted the next congregation considering their call. Congregations that reach this point often split.

Possible responses include:

  1.  Provide a cooling-off time
  2. Stand down dysfunctional leaders for a set time (i.e. they can’t serve for a year, or until they receive training, etc.)
  3. Hire a neutral arbitrator and agree to split or separate
  4. Have a peace-keeping force (neutral third party)
  5.  Design a treaty the parties will agree to keep.
  6. Troublemakers must be disempowered or asked to leave

Level 7: Mutual Destruction

The name of the level says it all.  This is where a congregation is no longer viable.  Earlier attempts to resolve the conflict were not successful. A judicatory officer may then be invited to come and help disperse assets and other resources so they can be used in ministry by others.

Sadly, I witnessed this level in a suburban church.  The congregation was growing quickly and decided to build a new educational building. After much discussion, it was decided that the space would be used for children and youth ministry.  Money was raised.  As the building was completed, a small group made the decision to move the adults into a nice, new space.  Feeling betrayed, parents of children and youth threatened to leave if the church leaders did not honor their agreement.  When the Church Council refused, the parents and their families left leaving only a handful behind to pay the mortgage.  Unable to make payments,  the church building was put up for sale and the congregation disbanded.

Conclusion

It is essential to recognize the level of conflict and respond appropriately.  It teaches us how to work through difficult situations with a sense of grace and purpose.  When the level of conflict is managed well, everyone wins and the congregations become resilient.

Cross-Cultural Sensitivity

We often take for granted culture, question established practices, and make assumptions from our own particular world view. This rarely supports the strong respect necessary to help others with diverse backgrounds work productively on the issues and challenges we all face.

Today, the church is not only a multi-cultural body of Christ- it also serves a globally diverse world with a myriad of cultures. Today, an ability to reach across the cultures to offer Christ and make Christ known is an essential gift that church members can share if they are culturally savvy.

The neighborhood where I grew up was a place of white faces that came from Italy, Germany, Poland or Ireland. This was reflected in the various languages spoken and the wonderful food we shared.  I recognized from a very early age that people came from different places and did things differently.  Yet, we had one thing in common:  a desire to respectfully work together.  To understand one another and be understood. This was especially true at church where we sat on committees or worked on projects side by side. One example of this happening was the various cultures that came together to build the new church building – side by side.  There were many successful fundraisers:  Polish Sausage sandwiches, Spaghetti Diners, Saurerkraut sales, and of course, St. Patrick’s Day Irish Corned Beef.

Today,  that same neighborhood and church are full of a greater variety of cultures:  European, Asian, African, and Hispanic.  There are various holidays and festivals that bring people together.  But the road has not always been easy!

Each culture has it’s own styles of communicating, making decisions, and resolving conflict.  Gone are the days (if they ever existed), that there is one way to do things.

Perhaps you have been asked to mediate a conflict in a Korean congregation or work with a Hispanic fellowship to establish a new worship center in your community. What can you do if you find yourself working cross-culturally?

Here are some practical steps to improve your CQ (Cultural Competency):

Establish Trust

    • Convey your desire to be culturally sensitive early on the process.
    • Be clear about why you are there and what you need from the group to complete the work requested, as well as naming what you have to offer to the process.
    • Acknowledge that you are aware that you have much to learn from the other group(s).
    • Focus on the shared task ahead.  Form community: hard to create – even harder to sustain.
    • Be sure to seek feedback when you see people behaving in ways that are puzzling to you.
    • Remember people care about what you know when they know that you care about them.
    • Be vulnerable.  When you do not know something or an issue is beyond your expertise, name it.
    • Discover who some of the key shareholders are in the group and go to them to ask for their support to accomplish the task that you were given. Ask them what you need to know about the group’s culture that would help them accept you and make you a better contributor.
    • Bottom line:  learn the culture you are working with (customs, ways of making decisions, even some keywords or phrases).

Get to know members of the other group

    • Take the time to listen to people’s stories and experiences.  I often ask people to share pictures of important people or celebrations in their life with me as a way to introduce ourselves. I then do the same.
    • Encourage people from the other culture to use their skills for the welfare of the entire group and the shared goals.
    • Foster healthy, strong relationships among members of the group.  Take time for team building.
    • Establish good bonds with participants that will help you be effective in working with the group
    • Don’t generalize.
    • Try not to intervene too quickly when people are on opposite sides of an issue or decision.  Ask guiding questions to surface common ground.

Form a team of Culturally Inclusive Leaders

    • This is a team of people from the group who can help you work through your process (lead listening sessions for you, remind people of meetings and assignments, lead Devotions or times of Centering, etc.
    • Invite this Team to generate communications and be part of a feedback loop.
    • Demonstrates an ability to work with and appreciate others cross-culturally.
    • Embrace diversity.  Give a little to the others on a team to accomplish and accept their way of getting the job done even if it is a method you have not used in the past.  Be sure to stay in the loop and monitor how the work gets done.
    • Encourage!

Promote Open, Honest Communication

    • Keep instructions simple and ask for clarity when necessary
    • Have an interpreter present especially if you are working with 1st generation immigrants or members of the culture who do not speak English well.
    • Request that the group be direct and speak to others not about them.  No triangulation.
    • Avoid slang and jargon. Literal interpretations are often misunderstood.
    • Learn to respect silence. It means respect in several cultures because it demonstrates a willingness to listen.  Be patient when asking questions or providing choices.
    • Don’t accept myths about the other culture
    • Resolution skills practiced should always give the work back to the people.  This brings an increased awareness of how members can best resolve conflict in the future.
    • Put things in writing.  Ensure that they are distributed to the right people and at the same time if possible.
    • Adapt customs of the culture you are working with into the process you have designed.  For example, when I am working with a group from the South Pacific Islands I frequently convene a Soamoan Listening Circle to surface thoughts and feelings. It works!

Set a clear, compelling direction

    • Explain the process clearly and invite questions for clarity.
    • Be sure that participants understand why you are there and what the end product is of the work.
    • Involve every participant in the process. Let them know that every person is essential to completing the task before them whether it is assessing a Pastor, moving to a new location, resolving conflict, etc.
    • Stay focused on your goals.
    • Evaluate progress by the steps you have taken to facilitate the group dealing with their issues, make good decisions, or resolve conflict.
    • Don’t take slow-downs personally. Listen to the stories and be patient.  This is one way a culture communicates its values and boundaries.

Explore Differences Within the Group

    • Treat others as they want to be treated.
    • Acknowledge the “fault lines” present in the group by naming the distinctions within the group. They may be generational, gender, language, place of birth, etc.
    • Know what motivates participants.  Why should they work with you?  What do you add that they can do themselves?
    • Manage friction with sensitivity.

Create clear rules of engagement and maintain them

    • Incorporate practices from various cultures. Examples include using a talking piece when speaking in the group, or sitting in a circle to hear the wisdom of the elders.
    • Establish norms for behavior.  I am a firm behavior in establishing a covenant with a group on how they want to be treated and treat others.
    • Stick with established guidelines so you do not get off track.
    • Be polite yet firm when someone acts outside of Covenant.  Re-invite the person to stand inside the Covenant or let them remove themselves from the work.

Resolve Conflict Quickly

    • When you observe tension in the group deal with it swiftly.  Don’t let it fester.
    • Use the cultural perspectives of the group to serve as a cultural bridge.  For example, in Asian cultures, you do not cause another person to lose face (be embarrassed in pubic).

Benefits of Working Cross-Culturally

Why do all this work?  Why develop sensitivity and appreciation of working with various cultures beyond your own?

There are many benefits:

    1. The ability to plan and adapt your work for various audiences leads to a stronger process and greater effectiveness professionally.
    2. Other people bring cultural insights that you will find helpful even when working with your own culture.  I have learned many tools from cross-cultural work that are fun and engaging.
    3. Being collegial across cultural lines improves relationships and expands your network. I have discovered that despite cultural differences there is a common core that remains the same among humans:  love, care, respect, encouragement, etc.
    4. The more culturally diverse the group is, the greater the array of options generated. You get a better solution that people can live with later.
    5. Because the world is growing more diverse, I find myself curious when encountering cultural distinctions. I am better for each encounter.

One of the most important things that you can do is to be a lifelong learner of working with others cross-culturally.  A great resource offered by the Evangelical Lutherans in the USA is a short workbook: http://download.elca.org/ELCA%20Resource%20Repository/Talking_Together_As_Christians_Cross_Culturally_A_Field_Guide.pdf

Conclusion

Perhaps it is easier to work with people just like you yet the world is so diverse and exciting for the many people who live in this world.  The odds of you encountering people from a different culture are more likely today than ever before. These encounters are not to be feared but embraced. Our challenge is to be aware of our cultural bias and blindspots.

As a church consultant, I welcome the opportunity to share my skills and abilities with others regardless of culture.  It’s not a barrier to me because I have learned how to be culturally sensitive and recognize that I have even further to go.

The Gospel is intended for all people regardless of where they were born or the language they speak.  Wasn’t it Paul who once said that in Christ there is no black or white, East or West, male or female…?  The Apostle was talking about surface things that tend to divide us when in fact they are strengths that can unite us.

Perhaps the task of cross-cultural conversation and work may be to discern and develop effective ways to talk and work together.  To do this, we must own our own culture and biases and be willing to embrace another’s culture with curiosity and respect.

Cross-cultural sensitivity doesn’t just happen. It is challenging and hard works yet it is possible to do.  What’s your CQ?

I hope you found this article helpful.  Drop me a line and let me know your cross-cultural learnings that help shape your ministry. I’d love to hear from you!

 

 

 

Healthy Church Idea – Get a Ministry Coach

Ministry Coach – why have one?

Today, Ministry Coaching for Pastors and Church Professionals is a necessity. Many Pastors and Church Staff feel isolated in their positions.  Church professionals spent significant time receiving training in their area of specialization. Yet, the world is constantly changing and offering new challenges.  Learning needs to continue and we can’t always have the experience that makes the best responses possible.

Too often, leaders tend to rely on what they know or have done in the past.  Sooner or later, they discover that things are not going as smoothly in these rapidly changing times.  Conflicts and tensions arise over choices and personalities. Knowing what to do next is confusing. Even the best leaders must constantly learn new skills, be aware of their context, and stand ready to lead their congregations in reaching new people for Jesus Christ. It is not an easy task, is it?

Even the world #1 tennis players have a coach – so why not you? Yes, it can be challenging to find someone you can trust to honestly reflect with you on your effectiveness, needs, and find fresh opportunities to serve your community. But finding that person will strengthen your ministry.

Having regular contact with a Ministry Coach can make the difference between getting by or getting there. A skilled coach can help you accomplish your ministry goals and sort out the complexities of interpersonal relationships, stress and choices.

What is a Ministry Coach?

A Ministry Coach is a trained/certified or very experienced person who understands ministry and have successful experience working with Pastors and Church Professionals. They are people who know how to help you maximize your effectiveness and not just tell you what to do! They also have interpersonal skills that help them to know you well enough to be an honest sounding board for the issues and celebrations you face in your work.

Working with a Coach is not a sign of weakness. In fact, it takes a dedicated leader to recognize areas of improvement and accountability. It takes maturity and commitment to always be seeking to grow as a person and in ministry. If you have these qualities than entering into a coaching relationship can bring new vitality to your service.

How do You Find a Good Coach?

Finding a good coach that you can trust is vital! Ask your supervisors, judicatory leaders and colleagues if they have a ministry coach or know the names of good coaches. Sometimes you can locate these individuals on-line. Find out who others admire for their skillset in listening and discerning fresh directions.

Once you have a few names, contact them to learn their approach, availability and fee. This conversation often results in a first session so that you can become better acquainted and discern if they are a good fit for your needs. Treat this contact as a job interview and prepare questions in advance of your initial meeting. You will need to know how they were trained and what ministry specializations or credentials they hold. Inquire how long they have served as a ministry coach and ask them to provide concrete examples of what they have accomplished in working with Ministers.

How Does It Work?

My clients set our session’s date/time, topic and talking points. I find that regular sessions work best for my clients so we arrange the coaching session date and time to fit our schedules. Most clients meet with their coach monthly (although sometimes it may be best to meet more often if you find yourself in a new situation or one that is extremely stressful).  Setting the session times is best done in advance at the end of each coaching conversation.  Sessions typically last for 60 minutes.

Conversations with your coach should fit your style and location. They should be convenient. Most coaches are flexible in how you accomplish your session. Perhaps there are coaches who live close enough to your location that they can meet with you in person. Most of my clients live all over the country, so we utilize Skype or the telephone.

The approach I use is called the GROW model. It is an effective way to assess a situation and work through the challenges you face. This method often produces adaptive leaders who generate the next steps they need to take in order to be efficient. It stands for:

    1. Goal – what are you trying to accomplish?
    2. Reality check – what is your specific situation?  What have you tried?
    3. Options – name 2-3 ways you could resolve your concern?
    4. Will do – what will you commit to doing?  Are there any obstacles that we need to address that could prevent a successful resolution?

Coaching works best when your coach asks appropriate questions that stimulate your thinking,  provide fresh approaches and necessary feedback. This respects your ability to be accountable in achieving your objectives while growing in your leadership abilities.

Conclusion

Church ministers who utilize ministry coaching often report a better self-awareness of their gifts and abilities, a well-focused productivity and less isolation. They find new ways to deal with tension and difficult situations. They become learning leaders who are productive and effective.

Consider coaching!

 

 

 

 

Politics and Consensus

politicsPolitics and Consensus

Politics is full of conflict. Observers call out for greater collaboration rather than political point scoring. People understand that as a society we have too many shared problems to enjoy the luxury of opposing the ideas of others for no good reason. Most people long for our leaders to constructively engage together in a search for shared solutions.

I am often asked if consensus decision-making processes can work in a political environment. Well, it depends!! The first observation that I make is that consensus can only be built if there are shared values. That usually get a knowing laugh and the assumption that consensus processes cannot work in politics.

In Australia, it is very difficult to see shared values between our political parties. Maybe it is because we are in a national election campaign that makes the aggressive rejection of each other’s ideas more strident. The “necessity” to create a product differentiation between the policies of the different parties in order to attract votes at elections brings out the worst in our politicians.

If we understand the political process as the pursuit of power then clearly there can be no shared values. In that context, there has to be a winner and a loser. So is consensus building doomed to be relegated to the fringes of society? Or is there a chance that it could take over the central power centres of our society?

Options for Politicians and Consensus

In the United States until the last 15 to 20 years there was often the capacity for bipartisan solutions to issues. The phrase ‘working across the aisle’ was the real experience of US political life. This is in stark contrast to the Westminster system of government that arose in England and is used throughout its former colonies. In that system parties always vote as a bloc and if a member of a party votes with the other side they can be thrown out of their party.

So in the US, and probably other countries too, there have been experiences of parties working together to achieve shared goals. In countries where this is the experience then there is a history and practices to draw upon which support seeking after consensus.

Even though the Westminster system has built into it the requirement to be oppositional to the other side, not everything is so black and white. There are many things on which all the major political parties in Australia agree. Foreign policy is not a seriously disputed space, opposition to the death penalty is unquestioned, none of the major parties opposes access to free health care and to cheap prescription drugs, and the list could go on. So another ground that might encourage consensus seeking is to recognise those areas where there had once been a difference and now there is general agreement. What lessons can be learned from the past that can encourage us into the future?

In addition to these things, there is also a place for pragmatism as a driver for seeking consensus. Sometimes opponents can agree to work of a common project because it matters to them for different reasons. In the United States, an area where there is an increasing willingness to co-operate across the political divide is in reducing the size of the prison population. For one side the cost of incarcerating millions of people is a burden on the budget. For the other side, they don’t want to see people going to jail for extended periods of time for minor offences. So the shared interest is reducing the size of the prison population. By working together on this project it is possible for people to understand the perspective and concerns of the other side. From this understanding arise strategies that will meet their needs and so help to keep the prison population lower over time.

So, three things that can help

  • Remember when co-operation has been possible in the past and learn from this. What made it possible? Perhaps there was a crisis (eg war or natural disaster) that meant other things became less important, or there were genuine goodwill and relationships that enhanced co-operation. Learn from positive experiences.
  • Recall where over time, issues that were once contested are now agreed. How have these positions been appropriated into the values system of the “different sides”? What made it possible to move? Why are they not contested now and can we find other issues where collaboration makes more sense than contesting?
  • Identify the big issues on which collaboration will be required for both sides to get what they want. What are the things that have to get done or both sides will continue to lose what is important to them?

Lessons for Churches

As you have been reading this post have you been thinking “what has this got to do with the church?” I think that in many places we are in the same situation as the political climate of our times. Many churches are split along ideological lines and in many places co-operation with those who think differently has stopped.

Can consensus work in churches where there is a lack of shared values? No! However, I do not believe that such churches exist. There are always some shared values. There are always some things on which even the most divided Christians can agree. There will always be something to work on together for the benefit of all sides. But we have to be prepared to look for it.

For conflicted churches or denominations I have the same advice as I offered above.

  • Remember when co-operation has been possible in the past and learn from this. What made it possible?
  • Recall where over time, issues that were once contested are now agreed. How have these positions been appropriated into the values system of the “different sides”? What made it possible to move?
  • Identify the big issues on which collaboration will be required for both sides to get what they want. What are the things that have to get done or both sides will continue to lose what is important to them?

The reason that ideologically and high conflict churches cannot use consensus-building processes is because they just don’t want to co-operate. For reasons of power and control, fear, or disrespect of their brothers and sisters in Christ too many Christians will not work together.

Yes, sometimes they cannot work together because of previously unresolved hurt that has been done to them. But good consensus processes include building safe places and dealing with those experiences.

Co-operation is not optional for Christians

Christ has called all Christians into one body. We have to learn to deal with it! We are one as Jesus and the Father are one. To refuse to live out of that reality is to refuse to live out of the identity that we have been given in Jesus Christ. Not good!!

There is insufficient space here to outline the many and effective strategies for seeking consensus in conflicted churches. Feel free to browse the blog posts for where some aspects of this have been addressed in the past. For example: Uniting the Church – Is it Possible?

However, for the present, I just want to challenge you to look for the ways that consensus building can be encouraged. Please do this in even the hardest places for the sake of the witness of the church. In these times more than any other it is an evangelical imperative to seek common ground among Christians. For as Jesus observed, it is through our unity that the mission of the church will be advanced (John 17:21).