Running head:

Conflict Management Model

by

Amy Jimenez

Conflict Resolution in Churches

CONR 640.01

Amy Jimenez

15 March 2014

Jimenez: Conflict Management Model1

Conflict Management Model for The Haiti Education Alliance (THEA)

Mission statement: The Haiti Education Alliance (THEA) is a 501(c)(3) non-profit organization that provides educational opportunities to impoverished children and adults in Haiti empowering them to strengthen their communities and emerge to a life of healing and hope.

Structure: THEA is run by a 7 member Board of Directors with a President running monthly meetings in Manhattan, New York City, NY. Officers on the Board have various responsibilities, but overall board decisions are made by a majority vote of a quorum of members. THEA employs 2 full time Haitian teachers (Agriculture and Sewing) in their education programs and are looking to hire a third Child Development specialist. They sponsor many students to attend schools of higher education, particularly in medical fields. These students maintain communication with THEA as their benefactor(s). THEA funds the education of local grade school and high school students, paying for their schools fees, uniforms and school supplies. The caregivers for these children answer to THEA regarding needs and report the progress of the students.

As a Christian organization, a foundational principle for conflict resolution from Matthew 18:1-22 is that disciples of Jesus Christ have a responsibility to make other disciples. This requires respect and love for the other (all humanity), with the purpose of bringing all people to reconciliation with God. In Matthew 18, Jesus walks alongside his disciples encouraging them to be a part of the kingdom of heaven and leading by example. He asks his followers to humble themselves in relation to others and to encourage and not hinder others in their chasing after God and his will. He leads them to be in intentional pursuit of struggling people to bring them to God, consistently making Scripture applicable to situations and circumstances in one’s circle of influence. He implores limitless forgiveness from his followers to those who have wronged them. In this context, in Matthew 18:15 – 17 Jesus speaks of the specifics of resolving conflict. He emphasizes going to a person directly, in a spirit of humility, when there is conflict between two people involving sinful attitudes or behaviors. One should make every effort to bring the relationship into a restored state, in agreement with the will of God, even if it requires the help of one or more mediators. Only when these options have been exhausted, should the conflict be taken to the organization (church) as a whole. The organization is empowered to use discipline of an individual as long as the goal is restoration of relationship of the individual with God and with the organization.

Conflict Resolution

Conflict occurs when interdependent parties perceive incompatible goals and interference from each other in achieving those goals.[i] In these terms, conflict can be healthy or unhealthy, constructive or destructive. The anxiety produced by conflict can make one alert and motivated to take action. Conversely, anxiety can make one reactive, defensive and unable to take action.[ii] Finding balance in conflict is not only possible, but it is a representation of the character of God, who reconciles mankind to himself through justice and mercy in Jesus Christ. As a growing, thriving organization it is expected that THEA will from time-to-time experience internal and external conflict. It is the hope of the organization that conflict will be managed in a way that reflects the glory of God.

THEA recognizes that healthy resolution of conflict requires that those involved value one another as human beings made in the image of God and recognize their interdependence on each other. Healthy conflict resolution requires those involved to put forth the effort required to understand opposing points of view, and mutually agree that the ultimate mission of the organization is paramount. THEA Board members are to be committed to handling conflict in a mature, loving, and constructive manner, and are to expect the same of staff members and students involved in the work of the organization.

Healthy Conflict:

THEA recognizes that healthy conflict is necessary to keep an organization mindful of and focused on its mission. Healthy conflict is that in which members deal with their issues up front and talk directly to those with whom they disagree. They present their viewpoints as clearly supportive of the mission of the organization. They recognize the need for verifiable evidence to support their claims and make demands in a reasonable way. They clearly have a deep love for God, love and respect for others and are honorable in sharing their viewpoints. They refrain from making personal attacks on others, but base their concerns on principles and values, presented in love. They are introspective and concerned that they have correct information. They view themselves as working with THEA leadership to find peaceful, loving solutions to the issue at hand for the good of all people concerned. Once a vote is taken on an issue, they support the decision as a witness of the collective body, whether or not they are/were in agreement with the decision. They continue to be constructive and positive in their work for the common good of the organization.

Unhealthy Conflict

Unhealthy conflict is that in which one or more members, based on non-substantive evidence, makes demands, usually attacking a person/people or performance of others. Any such unhealthy conflict has the potential to disrupt and even to destroy the mission and success of THEA.

THEA recognizes the responsibility of all Members to create and maintain a safe and healthy spiritual environment. This involves enough trust between individuals to honestly discuss conflict and concerns, but also understands divisive behavior to be opposed to the maintenance of such an environment.

Direct Dealing

It is the policy of THEA to directly deal with people regarding arising issues of the organization. THEA Board Members will refuse to deal with proposals or concerns when the proponents of such are not willing to identify themselves by name. An individual who “represents” a larger number of people with be asked to identify by name these other individuals. The individuals so named, as well as the person said to represent them, must acknowledge their interest in person or in writing before the concern or proposal will be considered. If the individual(s) is (are) not willing to represent themselves or be identified, the Board of Directors will not consider the matter, nor take a vote on the issue at hand.

Conflict Resolution

Following the above Scriptural guidelines from Matthew 18, persons associated with THEA who have a grievance or concern will be requested to take their concern directly to the person(s) or group of persons involved. If that person or group is unable to resolve the issue, then the parties may request, through the Board of Directors, that a facilitator be appointed to assist them in resolving the conflict. This meeting will be held only with all parties present.

If the conflict is still unresolved, the parties may request that the Board itself act directly in the matter of seeking a resolution. Again, all parties involved must be present or spoken to via phone or internet immediately before or during any meeting called for the purpose of addressing the conflict.

Effective Conflict Resolution for THEA Board of Directors

It is the policy of the THEA Board of Directors to be aware of unhealthy conflict amongst its members, between board members and staff, and between staff members and/or students in the organization and to ensure that unhealthy conflict is dealt with immediately and directly. The Board may choose to appoint two members to meet with the person(s) involved in any such activity(s) and discuss the behavior. The goal of all such actions will be the restoration of a loving, ethical and healthy relationship between those involved in the dispute. If the matter is settled, those two members will report the information to the entire Board of Directors.

If necessary, for the Board of Directors to further handle conflicts effectively, it must have access to pertinent information and may at times have to share that information with the full Board of Directors. Board Members will refrain from taking part in divisive conversations between only a few members, by making pertinent information regarding THEA open to all Board Members. When talking to other interested parties about THEA concerns, Board Members must use discretion in the event their confidence (or their assurance of confidentiality) is requested.

The process for conflict resolution by the Board of Directors will be as follows:

1. The President of THEA will guide the discussion regarding the conflict.

2. The Board will determine the foundational principles of the organization involved in this matter of conflict as they inform the organization’s overall mission statement.

3. The Board will identify the pertinent issues at hand.

4. The Board will identify the underlying interests of the parties involved.

5. The Board will analyze the conflict with open discussion.

6. In a spirit of unity and cooperation, the Board will formulate a plan of action, based on the principle(s) defined in step 2, to address the interests of the parties at hand, in the form of written resolutions.

7. Resolutions will pass with a majority vote of a quorum of the Board of Directors.

8. The goal of all such actions will be the restoration of a loving, ethical and healthy relationship between those involved in the dispute.

9. The Board of Directors, or at least two representatives, will directly communicate all decisions made to the parties involved.

10. If decisions made by the board are not received or acted upon by the involved parties, the Board of Directors will consider and propose further resolutions.

In extreme cases or when agreement cannot be reached, Board of Directors may seek input from a formally trained Consultant, Ministry of Reconciliation or Mediator. The purpose of mediation will be to: 1. lead group toward spiritual maturity through the conflict, 2. guide group in necessary bold action that is redemptive in spirit, and 3. empower the organization to continue the process of healing after the mediator is gone. This will involve a consultant/mediator who is neutral, adheres to strict confidentiality, with boundaries of time and space to provide unbiased and non-emotional perspective and guidance to the situation. The consultant/mediator will be expected to provide in writing a report of the situation and recommendations for clearly defined step/procedures to follow to resolve the conflict, sever ties, and/or heal constructively.[iii]

Personal Issues

Not all issues brought to the Board of Directors are organizational issues. Because we are a diverse group of people, personal issues may arise between board members. Personal issues are also likely to occur on the ground in Haiti, as members of the Board are working with other American volunteers as well as Haitian community members in relationships with the organization. These matters are to be dealt with differently than organizational issues.

An organizational issue has the following identifiable characteristics:

  1. Board Members themselves witness to the issue being of concern to the organization.
  2. A substantial number of staff or students involved with THEA raise an issue of their own volition to THEA leadership.
  3. The issue is repeatedly voiced on different occasions by those persons listed above.
  4. The issue is especially voiced by trusted members of the Haitian community or by those who have proven commitment to the mission of the organization over time, and/or by individuals or entities who are known to support the common good of the organization in positive and constructive ways.

A personal issue has the following identifiable characteristics:

  1. It is brought up as an issue by only one or a few people.
  2. The issue is made known to the Board of Directors only through or as a result of lobbying efforts of a single individual.
  3. The Board of Directors is unable to witness to the matter being an organizational issue as described above.

If the Board of Directors deems that an issue is personal and also believes that the organization can assist the person(s) involved, the Board of Directors will refer the individual(s) to the appropriate ministry/program or staff persons for support.

Jimenez: Conflict Management Model1

WORKS CITED

Steinke, Peter L. Congregational Leadership in Anxious Times: Remaining Calm and Collected No Matter What. Herndon, VA: Alban Institute, 2006.

Susek, Ron. Firestorm: Preventing and Overcoming Church Conflicts. Grand Rapids, MI: Baker Publishing Group; Kindle Edition, 1999.

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NOTES

[i] Dr. Joey Cope, Lecture in Conflict Resolutions in Churches, Abilene Christian University author, January 23, 2014.

[ii] Peter L. Steinke, Congregational Leadership in Anxious Times: Remaining Calm and Collected No Matter What (Herndon, VA: Alban Institute, 2006), 4-5. Steinke promotes ways to use Bowen’s System Theory to find balance in oneself and in relation to others to establish a non-anxious presence in conflict.

[iii] Ron Susek, Firestorm: Preventing and Overcoming Church Conflicts (Grand Rapids, MI: Baker Publishing Group; Kindle Edition, 1999), Kindle Locations 2308-2313.