by David Brock

Many times in ministry we find ourselves in points of conflict and wondering how in the world it ever got to this point. It is as if conflict comes out of nowhere and infests our staff, our deacon board, the finance committee, and our pastoral team. Leaders must understand that it is not a matter of if there will be conflict but rather a matter of when the conflict will come. Leaders often find themselves reacting to conflict rather than anticipating conflict, which results in even more conflict. The following six principles will enable the leader to get ahead of conflict before it causes division.

1. Analyze the situation to identify points of possible conflict.
2. Know where people stand on the issue.
3. Distinguish between personal conflict and organizational conflict (process).
4. Talk to key people privately before any group discussion.
5. Address the points of conflict while they are still ideas and not reality.
6. Deal with points of conflict in a timely manner.

The leader must first analyze the situation to identify points of possible conflict. This means that leaders must look ahead at the intended and unintended consequences of ministry decisions and actions. If a process is changed, what impact will this have on the lives of people? How will the different groups and individuals respond to a change or a current course of action? These questions and others must be answered if conflict is going to be able to be used for the ministry’s advantage. Make a list of possible points of conflict for the decisions and action being taken.

Once conflict is identified, the leader must know where people stand on the issue. What are the different groups and their positions? This will involve some managing by walking around and listening to people. Many times conflict arises simply because people have not been heard or consulted about a decision that will affect their department and life. During this process, the leader must realize that his goal is understanding and not winning a battle. Too many times leaders have already decided what should be done and are trying to win people to their side rather than listening for possible points of conflict and gaining accurate information that will enable them to find solutions.

Now that the conflict and people’s positions have been identified, the manager must distinguish between personal and organizational (process) conflict. Personal conflict revolves around people and their interaction; organizational conflict revolves around processes and tasks. Many times organizational conflict feeds personal conflict which then exacerbates the organizational conflict into something that is larger than it really is. Personal conflict is the most detrimental to a team and must be worked at constantly. Much of this conflict is tied to the spiritual condition of the people involved. Is there brokenness, love, and forgiveness? Organizational conflict is always going to be there because problems arise and processes change according to the times. These problems must be viewed as opportunities and solved to make the ministry more effective.

The next step is to talk with key people privately before any group discussion. Now that the conflict and positions are known, the process of dealing with the present or future conflict begins. If the pastor knows about a potential point of conflict, he must talk to key people about the issue and even begin finding solutions before the upcoming deacons’ meeting. A leader should never be surprised by someone’s stand on an issue, and key constituents should never be surprised by the position of the leader. It is at this point that the leader can begin to help people think correctly about the conflict and issues to help others understand the real issues and the course of action needed to be taken. Now the leader is able to get ahead of the conflict and solve it before it ever begins.
Whether preparing people for the gruffness of a coworker, selling the support staff on a new process, or counseling someone about their spirit, talking one-on-one is imperative.

Within this process of discussion and group discussions, the leader must address the points of conflict while they are still ideas and not reality. It is much easier to solve perceived and real conflict before it occurs. When two departments sit down together and work out a new process for a change, problems can be identified and solutions found before the conflict ever occurs. Sometimes leaders identify the conflict but then decide to deal with it as it comes; rather, they should get ahead of the curve and solve the conflict before it happens.

When conflict does come, the leader must deal with the points of conflict in a timely manner. Problems do not go away by ignoring them or by placing them on the back burner indefinitely. There will be times when you deliberately delay dealing with a conflict, but that choice must be made purposefully for specific reasons. In general, conflict is best dealt with immediately. Organizational conflict handled correctly produces efficiency; personal conflict handled correctly produces trust.