by David Brock

Conflict on a team is usually avoided rather than embraced. Managers think that a team that is conflict free must be a well-oiled machine accomplishing all kinds of work. Conflict-free teams are in 100% agreement and always going the same direction, or the team does not trust each other. Many times team members avoid any type of conflict or disagreement hoping not to offend someone and not make any waves, but in reality they simply do not trust their team member to be able to respond correctly to their opinion. If a team is going to accomplish the tasks given to it, it must be willing to have positive conflict.

Not just any conflict will do. Conflict based upon chasing one’s own ambitions and demanding one’s own opinion will not help a team. Conflict that is over ideas for the furtherance of the team mission is positive when given and accepted correctly. The need for this positive conflict is great. Without it, teams will settle for the ideas and direction of the vocal few which may not be best for the organization. Just because a wheel is squeaky does not mean that it should get the oil first when the engine needs it even more.

This positive conflict is also necessary to properly vet out an idea. It may be a good idea but still have aspects of it that need to be considered. Few people are able to see the ministry-wide results of a decision. Doing something positive for one department may cost another department more time and energy, and that must be discovered. Debate and disagreement in meetings allow for ideas, concepts, direction, and ideology to be thoroughly examined so that the right decision may be made.

Positive conflict will only be possible when trust exists in the team. Trusting that everyone has the good of the organization or church at heart, trusting that the teammate will respond properly, trusting that an idea will not be thrown away without consideration, and trusting that someone will not bail out of the team when they do not get their desired response must be present to have a team that will truly be able to move forward. Many times leaders and pastors are not willing to listen to the deacon or team member that raises serious concerns about a direction or current decision. The leader feels attacked or makes people feel disloyal when they simply disagree; his response reveals arrogance and his own lack of trust. Cultivating this type of trust takes time and patience on the part of the leader and the team.

The leader must first establish proper expectations of the team. The team should understand that they are expected to share their ideas and concerns, but they must also be taught how to present their ideas and disagreements. Ephesians 4 gives a great model for communication in the local church. One of the principles is that communication must be done with the goal of building rather than tearing down. Building is more than agreeing; it is identifying what is best for growth and communicating it in a respectful way. After establishing the proper expectations, the leader must then model and enforce those expectations. As people properly interact and solve problems instead of attacking personalities, they will build trust; and positive conflict can help the ministry reach its goals.

For further reading on this subject, read Five Dysfunctions of a Team by Patrick Lencioni.