How to Lead in Church Conflict: Healing Ungrieved Loss
By K. Brynolf Lyon and Dan P. Moseley
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About this ebook
The hurts of people often spill over into the life of the congregation causing conflict.
Your chair of finance is going through a nasty divorce and is mad at God. The mother of one of your Sunday School teachers is chronically ill. A major factory in your community has relocated, taking with it many of your church members’ jobs. Some losses in your own life remain painful and unresolved. And you wonder why the church council meetings are so rancorous and your church is mired in unproductive conflict. What do you do? How should you lead?
According to Lyon and Moseley, conflict is often about ungrieved loss. When conflict occurs, pastors and other church leaders must know how to be present in the dynamics of grieving loss, encouraging space for a new thing to emerge. With rich and helpful illustrations, this book reveals how leaders can understand group-wide dynamics of conflict, ground their leadership in the liturgical meanings and rhythms of church life, and accompany congregations through potentially destructive realities toward the creative possibilities that conflict can bring.
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How to Lead in Church Conflict - K. Brynolf Lyon
K. Brynolf Lyon and Dan P. Moseley
Abingdon Press
Nashville
HOW TO LEAD IN CHURCH CONFLICT
HEALING UNGRIEVED LOSS
Copyright © 2012 by Abingdon Press
All rights reserved.
No part of this work may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system, except as may be expressly permitted by the 1976 Copyright Act or in writing from the publisher. Requests for permission can be addressed to Permissions, The United Methodist Publishing House, P.O. Box 801, 201 Eighth Avenue South, Nashville, TN 37202-0801 or [email protected].
This book is printed on acid-free paper.
Library of Congress Cataloging-in-Publication Data
Lyon, K. Brynolf, 1953–
How to lead in church conflict : healing ungrieved loss / K. Brynolf Lyon and Dan P. Moseley.
p. cm.
Includes bibliographical references (p. ).
ISBN 978-1-4267-4233-0 (book - pbk. / trade pbk. : alk. paper) 1. Conflict management— Religious aspects—Christianity. 2. Church controversies. I. Moseley, Dan. II. Title.
BV652.9.L88 2012
253—dc23
2011048444
Scripture quotations are taken from the New Revised Standard Version of the Bible, copyright 1989, Division of Christian Education of the National Council of the Churches of Christ in the United States of America. Used by permission. All rights reserved.
12 13 14 15 16 17 18 19 20 21—10 9 8 7 6 5 4 3 2 1
MANUFACTURED IN THE UNITED STATES OF AMERICA
Contents
1. Leading in Conflict: An Introduction to the Issues
Some Important Things about Leadership
Some Important Things about Conflict
Some Important Things about Loss and Grief
Some Important Things about Ministry
Who We Are and How We Got Interested in This Topic
What Is Coming?
2. Failing to Find What We Didn't Know We Needed: Three Stories
Joining First Community Church
Living with Trauma
Old and New Faith
A Look Ahead
Spirituality and the Failure to Grieve
3. Taking and Being Taken by a Role: Getting Askew and Getting Aright
Hirschhorn on Taking a Role
Emotional Regulation and the Meaning Resources of the Congregation
Modes of Generating Experience
The Group-as-a-Whole
Scapegoats, (Un)Authorized Others, and the Social Unconscious
Mentalizing, Distortion, and Rigidity
Vocation and Role
4. Failing to Grieve and the Spiritual Discipline of Learning from Experience
The Problem of Learning from Experience
Adaptive Learning and the One Who Knows
Love, Hate, Grief, and the Vulnerability of Learning from Experience
Learning and Forgiveness
Leadership, Followership, and the Discipline of Learning from Experience
A Methodological Note: What Are We Learning from When We Learn from Experience?
Back Where We Began
5. Shaping the Congregational Journey: Losing Your Way to New Life
The Sanctuary
Naming Losses
Feeling Pain
Being Angry
Remembering
Feeling Guilt and Shame
Forgiving
Giving Thanks
Playing
Practicing
Becoming New
6. Preaching and Practicing Liturgy: Resources for Leading Congregations in Conflict
Liturgy and Formation
The Liturgy as Container
Liturgy and Preaching
Gathering
Listening
Making Offering
Departing in Peace
Final Comments
Notes
CHAPTER 1
Leading in Conflict:
An Introduction to the Issues
Our words are too fragile. God's silence is too deep. But oh,
what gorgeous sounds our failures make: words flung against the
silence like wine glasses pitched against a hearth. As lovely as they
are, they were meant for smashing. For when they do, it is as if
a little of God's own music breaks through.
—Barbara Brown Taylor
The voice on the other end of the line was controlled and measured. Bishop, we are in trouble. There is a group in the church that is threatening to leave if we don't get rid of our minister. We have tried to deal with it, but it is getting worse. Can you come and talk with us?
These calls are becoming more frequent in churches in the first part of the twenty-first century. Conflict among members of churches seems to be escalating. Bishops and other middle judicatory leaders report to us that they are spending more and more of their time helping congregations deal with conflict. Tensions overflow, and anger flares as people seem to be unable to sort out their differences in ways that promise a positive future.
This is a time in the publishing world during which dozens of books are available for helping churches deal with conflict.¹ The past fifty years have seen the growth of a conflict-resolution industry that has produced theories and consultants by the skid-full to help congregations and other organizations when they confront a major conflict. New techniques for helping congregations resolve their differences are published regularly.
But even with all the expert help available for dealing with conflict, it sometimes seems to be getting worse, rather than better. Of course, when we look at the biblical witness, we observe that when humans sought to understand themselves in relationship to the work of God in the world, they seemed to be in a continual state of conflict. Our early faith stories reveal humans who seem to be at odds with the desires of their God and one another. Adam and Eve wanted more knowledge than God wanted them to have. Humans wanted access to the heavens and built a tower, only to have it destroyed and their language confused. The people of Israel were at odds with God's desires when they assumed their election was about their privilege rather than their responsibility to live just and compassionate lives.
Even the presence of Jesus in the world brought conflict to those around him. His witness to God's life in the world resulted in conflict within the community of faith that formed and nurtured him. As the church moved out of its community of formation into the larger world, people who embraced his Spirit were in constant conflict among themselves as to the meaning of his life for them. Additionally, the church that the Spirit of Jesus formed was in conflict with the values of the power structures that sought to control the lives of the citizens. The church itself has even lost sight of its God and become an oppressive, conflictual force in the lives of others. Everywhere we look, including in the church, conflict seems to be an inextricable part of human life generally, as well as the lives of those who would seek to discover and bear witness to the Spirit of God in the world.
Conflict is an essential part of what it is to be human. It is not in and of itself sinful. The problem, in other words, is not that we have conflicts but how we deal with the conflicts we inevitably have. At its core, conflict is about how we treat one another as we process— and fail to process—the losses and blessings of our lives. The thesis of this book is that leading congregations in intense conflict is, in its deepest dimensions, about helping congregations grieve loss. Although this may seem like a simple proposition, it is really quite complex. By learning to more fully engage the losses evoked in conflict and to be present to them in ways that open us to their deeper, more ambiguous meanings, congregations will have greater opportunity to discover the transforming power of conflict.
This book does not add to the literature that offers new techniques to help resolve conflict. Instead, it invites the reader into a deeper analysis of the nature of groups in conflict, with the hope that the reader might gain insight into ways that she or he can be faithfully present within a conflict and discover a kind of leadership that helps the conflict itself produce transforming power. A deeper understanding of the theological nature of conflict and of the way groups of people tend to react will enable congregational members and ministers to wind their way toward hopeful outcomes.
This book therefore is not so much a how-to
book for dealing with conflict in congregations as it is a how-to-be-here
book for those who wish to create a space in which the conflicts, losses, and blessings of life can be held together in community before God, allowing the Spirit to move in troubling but ultimately vitalizing ways among us. We believe that when this is done, congregations might have a greater chance of deepening their spiritual lives and enhancing their witness to the God who offers abundant life to the world. We believe that leadership in congregations should be conceived in such a way as to help create spaces of reverie in which persons can reflect prayerfully about their lives as gifts from God, who works through constant change, loss, and blessing to bring into existence a transformed world. We believe that both lay and clergy leaders who have a deep understanding of the complex and chaotic reality of vital life, and who can situate it within the spiritual discipline of learning from experience embedded within the liturgical life of the church, can gain insight into how they might become a holding and birthing presence for such creative vitality in the midst of conflict.
The prophet Ezekiel encourages the people of Israel with the promise of God to restore the dispersed to their home (Ezekiel 11:19). The promise includes the gift of a heart of flesh
rather than a heart of stone. We believe that this is the kind of change of heart required for leaders of congregations in conflict. A heart of flesh is one that is vulnerable and deeply empathic. It is one that fully experiences the reality of the situation and feels the threat and the possibility of sharp differences within the congregation. In this book we will develop insights that will help a congregational leader be fully present to individuals and groups who struggle to discover their future. With the understandings and insights available in this book, leaders will discover that hearts sometimes develop stonelike qualities in conflict, but those hearts can be replaced with hearts of flesh and can contribute to healing and transformation for the future.
The psychoanalyst Erik Erikson once wrote that psychotherapists must develop a disciplined subjectivity
in order to be present in the messiness of the therapeutic relationship in helpful ways.² Such discipline emerges from the hard work of study, the therapists' own therapy experience, and learning from the practice of therapy itself. This book is our effort to contribute to that process for pastors and laypersons, to provide resources for disciplining the subjective presence they bring to ministry within their congregations, as well as the intersubjective spaces cocreated between the pastor and members. For it is finally here that God is served for better or worse. The challenge we confront is how to discipline our inner and relational worlds well so that we might be able to learn how to form leadership in conflict fruitfully. But what does that mean?
Some Important Things about Leadership
The revisioning required to engage conflict well begins with the very idea of leadership itself. In other words, to lead well in conflict is not just a matter of applying some well-worn notion of leadership to conflict situations. We must rethink the nature of leadership itself. In order to get at our understanding of leadership, James Burns's classic definition of leadership is a helpful foil. We will use Burns's definition to point in the direction of the issues that will recur throughout this book. Burns indicates that leadership over human beings is exercised when persons with certain motives and purposes mobilize, in competition or conflict with others, institutional, political, psychological, and other resources so as to arouse, engage, and satisfy the motives of the followers . . . Leadership is exercised in a condition of conflict or competition in which leaders contend in appealing to the motive bases of potential followers.
³ This definition assumes that conflict is an inherent dimension of leadership. It emerges in a situation of competing interests. Leadership, from Burns's perspective, inevitably arises in a situation in which competing beliefs, desires, and fears are present in the group. Although conflict does not exhaust the domain of leadership for Burns, it is certainly an essential component shaping leadership.
From our perspective, Burns is correct to note the inherent dimension of conflict in leadership. Group life, we say, is characterized by a multiplicity or diversity in response to which the leadership function in the group coconstructs a way ahead. The leadership that develops may be good or bad, but either way, the leadership guides the group in relation to its diversity or competing interests. If a congregation, for example, seeks to be faithful to some vision of what it believes God might be calling it to be or do, then there is some distance between where it is and where it wants to be. Congregational members often have differing ideas about that distance and destination. If the church is called to participate in the emerging reign of God, yet what is emerging is perceived to be better or different than what is, there is conflict. How God's reign is to be expressed and lived out is not always clear when seen through the eyes of different people. Therefore, there are likely to be conflicts between goals and strategies that are suggested to move the church from where it is to a more loving or just way of living in the world. Sorting through the various reasons and motives of the members in order to determine what strategies might best guide the group's activities requires leadership to navigate the differences and to manage the conflicts that arise because of those differences.
Burns also defines leadership as inducing followers to act for certain goals that represent the values and motivations—the wants and needs, the aspirations and expectations—of both leaders and followers. The genius of leadership lies in the manner in which leaders see and act on their own and their followers' values and motivations.
⁴ The leaders and followers are in this together. They affect one another and shape one another. In an even stronger sense than that implied by Burns, however, we believe that groups select, shape, and construct their followers and leaders. The uniqueness of groups helps form the uniqueness of their leaders. Leading groups is different in each situation and each context. The hopes and dreams, the fears and anxieties of members will affect what kind of leadership is required and produced by the group. Groups call forth certain gifts of leadership depending on their unique circumstance and their desired purpose or goal. Again, it is important to be aware here that the gifts of leadership that the group thinks it wants may be good or bad, helpful or unhelpful in relation to its overt, primary purpose. Our claim, however, is simply that leadership and followership emerge together in congregational life.
Leadership, then, is not best understood as something done by a person but as an emotional function that emerges within the vitality of group life, many dimensions of which are beyond our conscious awareness and control.⁵ That leadership becomes embodied in certain persons (pastors, lay people, and so on) should not obscure our awareness that leading is a group function. We should not talk, as Burns does, about leadership over human beings
but rather about the way the group 'co-creates' leaders and followers who, in a mutual, reciprocal interchange, serve conscious and unconscious purposes for the group.
⁶ In this perspective on group life, the leader is not the singular hero (or villain) who rides into town to straighten out or command his or her followers. The classic notion of the leader as a self contained ego making conscious, rational choices based upon 'real world' contingencies
is radically deconstructed from the perspective we are developing in this book.⁷
When we talk about the leader
in this book, we are talking about someone who is being authorized by the group to perform a particular role on its behalf, whereas when we talk about leadership
we are talking about the process of dynamic cocreation in which leaders and followers are shaped.
For this reason, the popular understanding of leading through conflict offered by certain versions of family systems theories of groups must be significantly expanded and deepened.⁸ Family systems theory helpfully claims that the ability of the leader to be self-differentiated within the group is an important part of effective leading. However, family systems theory does not fully account for the dynamically irrational forces of group life that push and pull leaders and followers alike in powerful ways that must be appreciated, known, and accepted in grace. As will become clear later, it is only in being able to accept and respond to that reality that the congregation will have any chance at all of actually learning from its experience in ways that might enable it to participate more deeply in God's transforming presence. Another, perhaps more provocative, way to say this is that it is unrealistic for leaders who allow themselves to actually know the irrational, unconscious concerns of a group to remain nonanxious. Although it is helpful to reduce anxiety if a group is to think clearly through its decisions to move forward, there are multiple gifts within the group that can help reduce this anxiety other than just the self-determination of the designated leader to be nonanxious.
The paradox is that for the designated leader to be nonanxious, the authorization of the group is required. Leadership and followership in situations of conflict, as we will show, are dynamically recursive processes in group life; in other words, they ongoingly shape each other.
Therefore, this book is not offering preconceived notions of