Conflict and a Parting of Ways in the Church

By Joe LaGuardia

Being Christ’s Church is no easy task.  As far back as the New Testament, churches have been dealing with weighty matters from Bible interpretation to theological wrangling so much that we should not be surprised when some churches fight and split.

Scripture provides us with a blueprint for how to manage conflicts in church.  The question of gentile inclusion in Acts 15, for instance, reveals a process of discernment that promoted communication, testimonies, Bible interpretation, and compromise that produced healthy church growth.

A later incident in Acts 15 describes what happens when people in churches have irreconcilable differences that discernment cannot overcome.  What happens when the only solution to disagreement is a parting of ways?

Acts 15:36-41 recalls a sharp disagreement between Barnabas and Paul on whether to bring John Mark on a second missionary journey.   They did not come to a compromise and they arrived at an impasse.  Paul and Barnabas parted ways.

A close reading of the text reveals four effective strategies in managing a church conflict in which irreconcilable disagreements did not spell the end of friendships but exposed a new season of ministry inspired by the Holy Spirit.

The first strategy is that Paul and Barnabas keep their focus on God’s mission and don’t make the conflict personal.  The Bible clearly outlines that Barnabas and Paul had different personalities: Barnabas was a bridge-building who longed to keep everyone together.  Mark was family, so there was a willingness to give him a second chance.  Paul was all business.  He was not as forgiving, and God’s mission was at stake.

This strategy shows that when churches do conflict resolution well, they emphasize the mission of the church rather than resorting to personal attacks.

Second, Paul and Barnabas valued communication.  Paul could have easily went along with Barnabas only to flirt with resentment if things went sour later in the journey, but Paul was honest with his friend.  He trusted Barnabas with his concerns, and the “sharp disagreement” shows a deep sense of honor between the two men.  There was mutual respect, and in Paul’s later letter to the Corinthian churches (1 Cor. 9), Paul still considered Barnabas his peer and equal after the division–they may not have agreed, but they still affirmed each other’s mission.

What we should emphasize is not the conflict, but what Paul and Barnabas have in common–a zeal to share the Gospel” – St. Crysostom.

A third strategy is to have an understanding of God’s sacred time: there is a season for everything.  What may appear to be discomfort, disagreement, or discord to us may simply be the Holy Spirit’s way of inspiring a new season of ministry.

In this season of ministry, Paul recognized that Mark was not the right guy for the job.  Later, after Mark matured in the faith, Paul recruited him to minister to churches in Colossae as Paul remained in prison (Colossians 4:10).

The focus remained on the mission and Mark was not necessarily the problem–sometimes the problem is with our sense of timing.  When seasons of ministry shift, change and discomfort result from that restless anxiety that tips our hat to the movement of the Spirit.

In times of discomfort or disagreement, we need to STOP, LISTEN, and ASSESS where the Holy Spirit may be at work to break us into a new level of revival, mission, zeal, or ministry.

Last, in parting ways not by discord but by effective conflict resolution, Paul and Barnabas expanded God’s mission.  God’s mission does not collapse or implode or falter.  When we resolve conflict by our own strength and design, churches split and bring some ministries to an end.  When God’s mission remains our focus and we make decisions because we are in tune with the Holy Spirit, God replicates and multiplies church communities.

As a result of their parting of ways, Barnabas and Mark ministered in Cyprus while Paul began a second missionary journey that ventured as far as Macedonia.  St. Crysostom wrote about this text, “What we should emphasize is not the conflict, but what Paul and Barnabas have in common–a zeal to share the Gospel.”

When conflicts arise, our first step as Christians should be to put in place a process of spiritual discernment that seeks to bring reconciliation and restoration in the church and the church’s mission.  When irreconcilable differences occur, however, we must put in place a process of a different kind; yet, our concern should always be the same: Are we living deeper into God’s holiness and are we proactively reaching the lost with every decision that is made?

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New friends and frontiers in Cuba

Lissett, me, Kristina, and Maykel

By Joe LaGuardia

This past week, my family and I had the privilege of hosting in our home the Reverend Maykel Baez Bruffau, pastor of Iglesia Bautista El Jordan and president of the Fraternity of Baptist Church of Cuba, and Ms. Lissett, a musician and worship leader in a sister Cuban church.

This was part of an ongoing partnership between the Fraternity and the Cooperative Baptist Fellowship.  Like the CBF, the Fraternity is comprised of churches that emphasize congregational ministry, women in ministry, and creative liturgy focused on the arts and missional engagement.

Maykel and Lissett attended the CBF General Assembly last week in Atlanta, and are making rounds in several churches to give testimony and to sing.  They will not be at First Baptist of Vero Beach this weekend, but they were nice enough to visit us in Vero Beach for a few days to get some rest and time off during their two-week stay.

Aside from my enthusiasm about this partnership (we at First Baptist are praying about joining a small team of pastors in November to reciprocate the relationship), I have been amazed at spending time with people from Cuba–a new frontier for missions and ministry since the easing of relations between the Obama Administration and the Castro regime a few years ago.

I had time to hear Maykel’s story.  Many families deal, for instance, with substandard housing.  Since resources are scarce, families work together to provide community enrichment, education, and support.  In Maykel’s case, he has a parsonage that was restored with the help of the church.

I asked him about things we take for granted, like appliances.  He gave an example and said that each family gets a Chinese refrigerator, which is infamous for leaks and too small.  Each family gets a voucher that barely covers the cost for the appliance, and it takes some families years to pay off the balance.

Other things, like infrastructure, also suffer under the communist dictatorship, although things have improved greatly under Raul Castro.  Small businesses and entrepreneurs are able to provide for a rise in middle-class demands, and the increase in American tourism has bolstered the economy.

The current Administration under Donald Trump threatens this delicate balance, and although communism is no pie in the sky, waning tensions between the two countries have provided the small island an economic step in the right direction–why close off an entire economy to quality refrigerators or microwaves?  We are too big and powerful a county to come under Castro’s sway, so why fear a better partnership?  (You’d think Donald Trump of all people would know a good deal when he sees one.)

Maykel also told me of his Christian upbringing.  He is pastor of the very church in which he grew up, and his pastor who raised him and encouraged him to go into the ministry retired only a few years ago.  Maykel considers her his spiritual mother, and he speaks with her on the phone almost daily.

In Georgia, I spent many days in conversation with communities and churches of color with whom my old church worked.  We spent many hours in dialogue and many more projects together to bridge racial divides.  My time with Maykel and Lissett provided me a new set of friends who spoke a language entirely different from my own, and we’ve been having fun trying to communicate with English and Spanish.

I found that I have become quite self-conscious of both my language and my belongings over the course of this week.  In my language, I use many figures of speech, and that does not translate well for people who only know rudimentary (and very literal!) English.  I’ve also taken note of how many things we take for granted.

We Americans do not know what it is like to go to a grocery store and not have an array of choices of things to buy.  We do not know what it is like to be forced to have all the same items and be confronted with a government and elite class that hoards so many resources even doctors need to barter to make ends meet (Cuba has a universal healthcare system, but patients are still expected to bring a “gift” to the doctor when the need arises).

Since most Cubans make about $20.00 a month, there is no discretionary spending on…well, anything.  Even getting a Coke or a belt is something of a luxury for Maykel and Lissett.

My new friends have taught me more than I can process this early on in the relationship.  Our time with Maykel and Lissett have opened our eyes to a bigger world, something I’d forgotten since my last mission trip to Ghana back in 1999.

I look forward to what God has in store for us who partner with the CBF and the Fraternity of Baptists in Cuba.  More lessons, I’m sure–and hopefully a clearer call for justice, for Cuba’s and our own nation’s sake.

4 Easy Ways to Support Your Church Staff

By Joe LaGuardia

In the mid-1990s, G. Lloyd Rediger published Clergy Killers, which argued that some churches are so destructive and dysfunctional that they have actually persuaded some staff to give up ministry altogether.   Churches not adept in conflict management or basic communication skills run the risk of abusing staff or, in the least, draining staff energy to the point of burn-out.

Sometimes this happens when congregations wield power over staff with little risk to the parishioners’ own well-being.  Unlike employers who have shareholders and CEOs to answer to, parishioners try to call the shots aggressively or passive-aggressively without having to risk their own financial or personal resources.  It is an unfair advantage that congregations have over the staff they employ.

Many churches, however, are wonderful congregations to call home.  Many treat staff fairly, have appropriate policies that protect all parties involved, and are intentional in building healthy communities that minimize dysfunction and distrust.  How to do that?  I’m glad you asked.  Here are four easy ways to support your staff at church:

Understand the job.  Jobs at church–from administrator or accompanist to pastor or pastoral counselor–are not the same as jobs in the secular world.  Every staff position in a church is designed to achieve specific goals while creating a sacred space for people to meet Christ while on campus.

Consider the average job–a mechanic, say.  What if you were a mechanic, and someone “dropped in” on you to chat with you about a concern every five minutes?  You would not be a productive mechanic.  Dropping in on staff at a church, however, is a regular part of our jobs.  We make time for it because we know that ministry takes place most often in the interruptions of life rather than in the daily routines.  A mechanic’s time is valuable, and problems can be handled in specific ways.  Church staff is no different!

Understanding the job also means knowing what it takes to do a particular job.  For instance, a pastor may “hide” in her office for ten hours a week and some parishioners may feel slighted, but how else might a pastor preach a great sermon if she does not have time to prepare and write one?  Do not use your own experiences to tell a staff person how to do his or her job.

Build trust.  Church leaders learn that building trust with a congregation is the first step in effective ministry.  Trust is the catalyst for growth and the linchpin for getting things done for the Kingdom of God.

Trust must be earned, and trust goes both ways!  Parishioners must behave and communicate in a way that builds trust with staff–to be people of their word, to keep confidences, to pray for staff.

Trust comes by being interested in staff personally.  You don’t have to be a staff member’s best friend, but why not ask how his child is doing in school or about any new movies he has watched lately?  Talk about something other than church, and listen intently.  Be concerned.  It builds trust, and when you have an issue, your ability to handle it with staff will go much more smoothly if your previous interactions were positive, personal ones.

Think like an employer.  For all practical purposes, congregations employ staff.  That means that the staff at a church–even the senior pastor–does not have a traditional employer that can help negotiate the rigors of the job.  If you were to think like an employer, what would change about how you treat your staff?  Let me give a few suggestions:

Employers lean on policies to protect employees.  For church staff, that means encouraging staff to take their vacations, find time to spend with family, but also be held accountable for punctuality, professionalism, and preparedness in their job.

Employers work with employees to maximize strengths and curb weaknesses.  Church staff is no different–members have strengths and weaknesses that define who they are and how they work.  Do not micromanage staff, but work with each one in order to encourage professional development by having room for people to be who they are in all of their idiosyncrasies.  Church staff are real people, not caricatures that fit your predisposed expectations.

Church staff are real people, not caricatures that fit your predisposed expectations.

Employers celebrate employees.  Form a staff support team that handles all of the special holidays and birthdays of your church’s staff.  Shower the church administrator when its Administrator Appreciation Week, for instance.  Collect a few gift cards, balloons, and cupcakes when a staff member has a birthday.  Write cards of encouragement and let your staff know that you are praying for them.  It makes a difference!

Stay invested.  The worst thing that can happen is that a parishioner goes to another church when that parishioner does not get her way.  If you have an issue with a staff member, deal with it directly, immediately, and honestly; but, be prepared for the response.  If you want a specific outcome to a problem, help the staff member address it, but know that you may not always get your way!

In fact, the church does not revolve around you, your expectations, or your personal preferences.  But you are a part of the discerning community that makes the church a part of the Body of Christ.  Discern and pray with staff as things arise, don’t be antagonistic or petty.  Be patient and have an openness of heart.  You and your staff are on the same team, there is no room for hostility or animosity.

At the end of the day, church is supposed to be a source of joy and comfort, of fulfilling the Great Commission and of ministry not misery.  If something is not going well, it is usually not because God is not present or the Spirit is not at work.  It is likely because we have done something to railroad the human relationships that keep the wheels of the church going in a forward, harmonious and productive direction.  I hope that these four tips will make a difference!