Image two congregations or staff teams who work from one of the two perspectives/mindsets listed in column A or B. Which do you think creates the most positive outcomes? Which do you think models and invites an I-Thou culture and way of being?
Conflict transformation is something more than conflict management or conflict resolution. The goal of conflict transformation, as Ron Kraybill explains, “is not only to end or prevent something bad but also to begin something new and good. Transformation asserts the belief that conflict can be a catalyst for deep-rooted, enduring, positive change in individuals, relationships, and the structures of the human community.”
The work of conflict transformation is not the work of putting Band-Aids on the wounds of conflict, or responding to conflict like a fire fighter. This work is about a way of life and the transformation of our culture to a culture of justpeace.
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The problem with “conflict resolution” is that it creates or reinforces the notion that conflict is bad, sinful and destructive and should not exist. Once we stop seeing resolution as an end in itself, we can understand more clearly the real nature of the underlying conflict — what it says about the system, the living body and its needs.
Our congregations and we cease to be haunted when we cease to be afraid of our past; our present and our possible future, our horizon, or those we wronged, those we did not help or those who we think might wrong us. We forgive ourselves and our congregations forgive themselves by changing the pattern, and we change the pattern by forgiving others and ourselves. Our fear is the measure of our absence.
(This is a guest blog post Dr. Ellen Ott Marshall. Ellen is a board member of JustPeace and an Associate Professor of Christian Ethics and Conflict Transformation at Candler School of Theology).
To help leaders move congregations through times of high anxiety, the following are strategies that I have found helpful. This is not a comprehensive list, but several of my own findings that I offer to you.
In congregational life, some common topics activate anxiety. I call these hot buttons or triggers of anxiety. When these topics emerge, anxiety appears and can easily escalate. Although the list is not exhaustive, it highlights some common topics that escalate anxiety in congregations with whom I have worked:
When the anxiety is lower, the congregation has a higher capacity to perceive what is trying to emerge and invite a new narrative. Granted, as anxiety rises, the functioning of people potentially becomes more reactive and conflict can easily follow, for conflict is a way of dealing with anxiety. The anxiety and conflict, when responded to appropriately by leaders, can be the catalyst for creative, adaptive growth and positive change.
Anxiety is like the wind—you cannot see it, but you can feel it and observe its impact. But to observe it, one must pay attention. For example, one cannot see the wind, but if you look at a flag on a flagpole, you can tell if there is wind, and if so, you can estimate its strength. You can feel it against your skin.
If we want to be successful in our efforts to transform our congregations we will never attempt to do it alone, we will set an invitational tone, we will take the time to learn the system, and we will nest our community’s need for change in the sacred stories of our own religious tradition.
This process of conversational leadership is a way of growing, deepening and broadening the container, so the deeper, more important, courageous conversations can happen. The container has to do with its quality, paying attention to the group field; the clarity and interaction of intention and attentiveness, each of which help establish context; to monitor if it is too palpable? As the leader, influencing the quality of the container is our first job and very closely, it is inviting others to share that responsibility with us.