PRACTICAL WISDOM FOR LEADING CONGREGATIONS
 
The first two years of Pastor Nate's ministry at Historic Downtown were, as he put it, "Awesome!" Attendance and giving reversed their 30-year slide, and younger families and singles began to reappear in the pews. Most members attributed the turnaround to Pastor Nate's compelling sermons and charismatic personality. One long-term member enthused, "This is the first time I've wished a minister would keep preaching after 20 minutes!"

By the third year, troubling anecdotes about Pastor Nate began to emerge, primarily from those connected with congregational staff members. One story concerned a young female staff member who resigned because she felt "demeaned" by Pastor Nate. Another involved a male associate minister whom Pastor Nate had berated in deeply personal and humiliating ways in front of the entire 10-person staff, allegedly because the associate had forgotten to give Pastor Nate proper credit for the idea of initiating a new program for young adults in the congregation.

Despite the congregational growth and the development of new programs, some members of Historic Downtown began to question Pastor Nate's leadership. Why was he constantly calling attention to himself while diminishing others? Was it appropriate for him to demand "loyalty" to himself rather than the congregation or to God? Were rumors about his demeaning of staff members true? What did all this mean for the congregation?

Others rushed to defend Pastor Nate: "Sure, he can be brusque on occasion, but look how the congregation is growing!" The members of the search committee that recommended calling Pastor Nate were particularly vigorous in defending their decision. After decades of decline, Historic Downtown needed a "strong leader" to turn things around. It was time for folks to either get on board or get out of the way, as Pastor Nate was the one now setting the direction for the congregation.

For most members, however, the hubbub over Pastor Nate's leadership seemed like a lot of background noise. They liked the worship service and their church friends and were not sure which rumors to believe.

This fictionalized story illustrates the four roles that tend to emerge in a congregation when there is a bully in the pulpit-or the pews-the Bully, the Victims, the Enablers, the Bystanders, and the System.

 
FROM OUR ARCHIVE: CONFLICT & CONGREGATIONS
Is conflict a good thing? 
"Conflict is not bad" has been a consistent teaching of Alban and many others in the conflict field for years. It's a natural, inevitable consequence of having more than one idea in the room at the same time. The goal of conflict management is not to eliminate conflict, but to increase tolerance for it, so the congregation can stay in relationship as people hold and exchange diverse ideas. We don't need to resolve conflict, we need to manage it. But what if that's wrong? Or what if-as so often happens with important truths-there is an anti-truth, an equal but opposite idea that is also true?  

 Finding the optimal level of conflict
Although conflict is inevitable, many scholars and practitioners believe that any organization may have an optimal level of conflict. Some disagreement and conflict provides energy and generates ideas, but too much conflict becomes destructive. When an organization has too little conflict, it may need to be encouraged, and when an organization has too much conflict, it may need to be reduced. In the middle of this curve, however, lies an optimal level of conflict where most organizations seem to thrive. 
 
 
FROM THE ALBAN LIBRARY

Congregations cannot exist without finances, priorities, leadership, worship, and decision making, yet these five aspects breed the most conflict between church members and clergy. These conflicts unfortunately tend to bring about the most negative consequences: drops in giving, resignation of leaders, and, perhaps most pointedly, loss of members. The importance of congregations and their effect on our lives is clear, yet what is less clear is what makes conflicts in faith communities inevitable. 

In Promise and Peril: Understanding and Managing Change and Conflict in Congregations, David Brubaker brings the tools of organizational theory and research to the task of understanding the deeper dynamics of congregational conflict. With a doctorate in sociology and more than twenty years working with congregational conflicts, Brubaker helps to explore the causes and effects of conflicts on a wide range of congregations. This book will help congregations avoid the pitfalls of conflict and instead head toward a healthy relationship between and among church staff and members.

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Alban at Duke Divinity School, 1121 W. Chapel Hill Street, Suite 200, Durham, NC 27701
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