Processes that are open, healthy, and respected are as important as the principles being upheld. When congregations are clear about their principle base involving mission, purpose, values, and vision, and then use great processes for making decisions, they are likely to escape unhealthy conflict.
Too many congregations fail to have open, healthy, and respected processes. Decisions are made by a few behind closed doors. Healthy decision-making processes have several important characteristics. They are based on principle. They communicate to the entire congregation early and often appropriate and helpful information that empowers dialogue and helps the congregation know how to appropriately pray for the decision-making process. Leaders of the process understand the congregation will need some time to spiritually, intellectually, and emotionally think through the background information and the proposed or executed decisions. Without adequate time to to do this the congregation will experience a process deficit and may react badly to proposed or executed decisions.
Leaders who guide decision-making and implementation processes in congregations always need to remember that in addition to being a spiritual community, a congregation is an emotional, networked community. Relationships are more complicated in a congregation than just about any other type of organization. It requires a high level of emotional maturity and respect for the very complicated interpersonal relationships. Often in congregations moral or theological issues become emotional issues in which people tend to throw out what would otherwise be wise counsel concerning process.
Congregational participants need to recognize several things about a healthy process. Even in a situation of congregational polity it is not a pure democracy. It is a representative democracy. When we call, elect, or appoint leaders we need to have a bias in favor of saying “yes” to the proposals they bring to us. We need to ask more questions for clarification and make fewer statements of challenge. We need to distinguish between support or opposition for a proposal and the need to have more time or information to feel comfortable about the process and the decision. We need to recognize when we do not like a process or decision because it is not the way we would have done it, and when a process or decision is strong and represents one of several right ways to fulfill a goal or address an opportunity or challenge.
Every congregation has a few people who make decision-making processes difficult. Often these people approach conflict from the perspective of position and personality. They may intentionally or unintentionally shut out good process and become the enemies of healthy congregations. A challenge is that many times the points they bring up have sufficient truth that must be addressed. But they must be addressed from a principle perspective rather than a positional perspective. It is important not to reward bad behavior. At the same time everyone associated with a congregation is a person of worth created in the image of God to live and to love. It is a dilemma.
To what extent are the decision-making processes in your congregation open, healthy, and respected?
Copyright 2009, Rev. George Bullard, D.Min.
