Just as in marriages, one of the top three sources of conflict is money; so, if a congregation is struggling financially, this provides an open door for unhealthy conflict. Congregations with careless processes for handling finances are subject to unhealthy conflict. Congregations with finances that are too tight are subject to unhealthy conflict. Congregations who have over committed their finances to fixed costs are subject to unhealthy conflict. Congregations where a few people control the finances around their personal priorities are subject to unhealthy conflict. Congregations where information about the finances is hidden are subject to unhealthy conflict.
When congregational participants start withholding their contributions it is a sign of intensity four conflict where the conflict situation is transitioning from healthy to unhealthy. When congregational participants lose confidence in how the finances of the congregation are being handled it is a sign of moving from healthy to unhealthy conflict. When congregational participants see that their personal top priorities for congregational finances cut out of the budget and spending patterns it is a sign of approaching unhealthy conflict; at least with their persons.
When the actions of congregational leaders seem to be controlling the finances in a way that congregational participants cannot support, congregational participants start withholding their financial support, attendance in the congregation is decreasing, and this all occurs during a time of economic stress then a perfect storm of unhealthy conflict may occur within the congregation. By the time the congregation realizes the depth of the problem it is in serious trouble around its finances.
When as a result of financial strain congregations must stop support for specific programs, ministries, or activities, or must decrease its staff then it sets off another around of negative response from congregational participants. Often the programs, ministries, or activities and the staff persons have passionate supporters within the congregation who react negatively, even with verbal violence, to the actions that become necessary.
To avoid unhealthy conflict, include a regular proactive emphasis on financial discipleship in the perennial programs of your congregation. Too many congregations do not have a long-term, proactive approach to financial discipleship or generosity. They have short-term fundraising where people feel pressured to give to the congregation rather than long-term approaches that transform the heart, soul, mind, and strength of congregation participants around their commitment to allowing their money to follow their spiritual passion.
Too few congregations consider the long-term implications of new financial commitments. Facilities are a primary case. The tough costs of new facilities are not necessarily paying off the initial debt. The tough part is routine maintenance, necessary upgrades, and occasional retrofitting of space. The 50 year cost of facilities is a key factor in congregational financial stress.
Congregations also must have financial procedures and practices that are beyond reproach led by people of the highest integrity. Report regularly to the congregation the state of finances. Make financial records available as appropriate to congregation participants. Share not only how money was spent but the impact it has on the mission of the congregation and the fulfillment of its vision.
How are congregational finances impacting the intensity of conflict in your congregation?
Copyright 2009, Rev. George Bullard, D.Min
