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…Continued from last week
IN the body of Christ, conflicts occur in various forms at different sections of operation.
Executive conflicts
These occur among the top hierarchy of a church or ministry. In many churches, conflicts occur among leaders over four common issues namely:
Vision, resources, doctrine and position. Strife over vision
Vision is dynamic. From time to time, different leaders give thought to reviewing their vision. In the process, many such leaders encounter difficulties, not from the rank and file, but from other leaders. Apostle Paul had a difficult time convincing the other Jewish apostles about his apostleship to the Gentiles. Galatians 2 vs 8, …for He who worked effectively in Peter for the apostleship to the circumcised also worked effectively in me toward the Gentiles…
Strife over limited resources
One of the earliest major conflicts in the church was caused by the uneven allocation of resources. Acts 6 vs 1, “Now in those days, when the number of the disciples was multiplying, there arose a complaint against the Hebrews by the Hellenists, because their widows were neglected in the daily distribution.”
Strife over doctrine
Another major conflict among the early apostles centred on doctrine.
Acts 15 vs 5-6,vs 5, “But some of the sect of the Pharisees who believed rose up, saying, ‘It is necessary to circumcise them, and to command them to keep the law of Moses.’ Vs 6, “Now the apostles and elders came together to consider this matter.”
Strife over position and privilege
In Paul’s second epistle to the Corinthians, he defended his apostleship boldly. It is obvious that his position was in question by some other apostles. 2 Corinthians 12 vs 11-12, vs 11, “I have become a fool in boasting; you have compelled me. For I ought to have been commended by you; for in nothing was I behind the most eminent apostles, though I am nothing.” Vs 12, “Truly the signs of an apostle were accomplished among you with all perseverance, in signs and wonders and mighty deeds.”
Imported conflicts
Imported conflicts occur when members of a ministry carry over an existing conflict into the ministry. Such conflicts may exist in families, schools, business, tribes or even races.
Departmental conflicts
There is hardly a ministry that does not have departmental conflicts, e.g. when the choir as a department has a conflict with ushers over their rightful seating area in the church for instance… we have a departmental conflict.
Interpersonal conflict
Interpersonal conflicts occur between individuals in the ministry. There are several reasons why individuals may disagree. As the Apostle Paul outlined in Galatians 5 vs 19. Galatians 5 vs 19, “Now the works of the flesh are evident, which are: adultery, fornication, uncleanness, lewdness…” Conflicts are a reflection of the desires of the flesh. The higher the spiritual maturity of the members of a church, the less interpersonal conflicts one is likely to see. One unfortunate thing about inter-personal conflicts is their potential to affect other innocent members of the body. Absalom, the son of David, engaged in a revengeful murder of his brother Amnon in solidarity with his sister Tamar. Such acts of revenge could set a long trail of its kind.
Eight personal causes of conflicts
Personal factors which easily provoke conflicts in ministry include pride, ambition, intolerance, insecurity, greed, over-spiritualisation, personality clashes and unresolved issues.
Pride
The scriptures affirm that pride goes before a fall. When iniquity was found in Lucifer, one of the manifestations of his pride was a rebellion he organised in heaven. Isaiah 14 vs 12, “How you are fallen from heaven, O Lucifer, son of the morning! How you are cut down to the ground, You who weakened the nations!” It’s very difficult to control the leader or follower who is obsessed with the pride of life.
Ambition
Ambition in itself is not bad. It turns bad when ambitious people trample on the rights and privileges of others in order to achieve their aim. The two rebellious sons of David, Adonijah and Absolom demonstrated this trait in their bid to annex King David’s throne. (2 Samuel 15). Absalom was motivated by his beauty and fame with the people. Quite often, charismatic and vocal leaders are easy channels of this kind of conflict.
Greed
Closely linked to pride and ambition is the cancer of greed. Proverbs 15 vs 27, “He who is greedy for gain troubles his own house, But he who hates bribes will live.” In demanding more than their legal share, greedy people trespass the resources of other persons. Once the afflicted person reacts, a conflict is likely to evolve. Greed also involves the craving for power and influence in the church.
Intolerance
Ministry involves team work and co-operation. There are, however, people and leaders and team members who can hardly accommodate people with divergent views. The kingdom of Israel was torn apart into Israel and Judah in the time of Rehoboam, the son of Solomon as a result of his intolerance. I Kings 12 vs 8, “But he rejected the advice which the elders had given him, and consulted the young men who had grown up with him, who stood before him.” I Kings 12 vs 16, “Now when all Israel saw that the king did not listen to them, the people answered the king, saying: ‘What share have we in David? We have no inheritance in the son of Jesse. To your tents, O Israel! Now, see to your own house, O David!’ So Israel departed to their tents.” When Rehoboam shunned the counsel of all his father’s advisors he paved the way for the rest of Israel – to rebel against the House of David.
Over-spiritualisation
There are lay people within different groups in the churches who are prone to this behaviour. They take delight in instructing the pastors on God’s direction for the church. Whenever the perceived direction comes face to face with some divergent view, a conflict easily develops.
Romans 14 vs 19, “Therefore let us pursue the things which make for peace and the things by which one may edify another.”
Insecurity
The experience of King Saul teaches us that whenever a key personality in leadership has personal insecurity, the whole body may suffer some consequences. As a result of his fear and hatred for David, Saul weakened the military front of Israel. As he pursued David many mighty men like Joab and Asahel chose to follow David instead of defending Israel. 1 Samuel 18 vs 8- 9, Vs 8, “Then Saul was very angry, and the saying displeased him; and he said, ‘They have ascribed to David ten thousands, and to me they have ascribed only thousands. Now what more can he have but the kingdom?” Vs 9, “So Saul eyed David from that day forward.” 1 Samuel 18 vs 15, “Therefore, when Saul saw that he behaved very wisely, he was afraid of him.” Like Saul, there are many leaders who feel threatened by the progress of any young minister.
Personality clashes
Tim Lahaye categorises human temperament into four groups namely:
i) Sanguine. ii) Choleric. iii) Melancholy. iv) Phlegmatic.
This classification offers some insight into the reasons for personality clashes in ministry.
Sanguine – They are popular and talkative “centre of attention” at every party. Such people are often “everybody’s friend.” However because they are easily distracted, they are not very reliable.
Choleric — These are no-nonsense practical self-sufficient, active, hardworking persons who always get the job done. Such persons are always born leaders, keen and responsible, but tend to be insensitive to the plight of the weak and suffering.
Melancholy — These are described as the analytical, systematic person but also an extreme introvert being over-focused on analysing himself. Such people are often gloomy, appear depressed, withdrawn and don’t make friends that easily.
Phlegmatic — These are the easy-going, happy-go lucky person who get lots of pleasure from life. Such persons are often laid back. From the foregoing, it is obvious that when a leader of a church displays choleric tendencies, he is likely to clash with associates and members who may be phlegmatic and vice versa.
Similarly, sanguine personalities may not feel comfortable with melancholy personalities. It takes spiritual maturity (bearing the fruit of the spirit) to accommodate the perceived weaknesses of the other team members. Unfortunately, many leaders would like to accept others only when they conform to their temperament. Anytime one hears comments like “he is too fast for my liking,” “she is too slow for me,” “she talks too much” or “he works too much,” it is obvious there is a potential conflict brewing in the group.
Unresolved issues
Someone has said, “nothing gets settled until it is settled”. There are many people in churches who hardly forgive. They live permanently with unforgiveness. Absalom’s revenge on his brother Amnon for raping his sister Tamar, clearly demonstrates that quickness does not always represent peace. 2 Samuel 13 vs 22, “And Absalom spoke to his brother Amnon neither good nor bad. For Absalom hated Amnon, because he had forced his sister Tamar.” It took Absalom two full years to commit such a revengeful act on his brother.
It was this same Absalom who said neither good nor bad when he first heard the rape story. Leaders who have a habit of brushing issues under the carpet are only preparing ammunition for a major explosion soon.
Indeed peace is not the absence of war necessarily. It is better to express all sentiments dispassionately when an issue arises. Most of the current civil and tribal wars are explosions of several years of living with unresolved issue.
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