by Kenneth Haugk
Defining the Issue
Conflict in the church is
inevitable, but ministers should understand the distinction between healthy
forms of church conflict and the unhealthy ones. According to Haugk, the presence of an
antagonist is never healthy and must be dealt with directly and firmly in order
to prevent greater harm.
Haugk introduces five
progressive stages of conflict beginning with the common problems that every
church must face. These problems will
inevitably lead to disagreements and this should be expected as a healthy aspect
of the church’s function. However,
problems arise when the disagreement turns into a contest where the outcome is
seen as a win or lose, rather than an opportunity to grow in finding a
compromise and resolution to the problem.
This can lead to the “fight/flight” level where the goal is to run off
the opponent or leave the congregation.
This situation can become “intractable” making it almost impossible to
handle. Antagonists are made manifest in
the later stages, thus the earlier leaders address the conflict and those
involved, the better.
Antagonists are defined as
“individuals who, on the basis of nonsubstantive evidence, go out of their way
to make insatiable demand, usually attacking the person or performance of
others.” Attacks are described as
“self-fish” and have the blatant goal to tear others down rather than to better
the congregation. Antagonism is an evil
that can destroy a church through subversion, slander, and an overall quenching
of the Spirit’s work.
Due to the serious nature
of this evil one must follow the biblical guidelines to properly address an
antagonist before he/she is allowed to cripple the mission of the church. Haugk reminds the reader that a disciple is
known for his love for others, thus antagonists by nature are not acting as
true followers and should be treated as such.
The sheep have been given the charge to address and expel the wolves
among them. The real tragedy, according
to the author, is when the flock is devoured because they are all too polite to
cry, “wolf” when they see one.
The difficulty comes when
attempting to balance one’s love and ministry to an antagonist, while standing
against the evil they bring into the flock.
Haugk teaches that it is never loving to allow an antagonist to have
their own way.
A Guide for Identifying Antagonists
Unchecked antagonism can
be tragic and even cost lives.
Underestimating or attempting to ‘wait it out’ is a recipe for disaster. If one is going to confront an antagonist
they first must correctly identify them as such. This can be done through observing certain
characteristics, red-flags, and warning signs.
Haugk presents some
poignant questions for consideration in indentifying an antagonist. While there is “no one size fits all”
description, there are certain common characteristics for which to be
aware. One must avoid the pitfall of
prejudging and dehumanizing a well-meaning concerned or hurting individual. Haugk lists and explains five general personality
characteristics of antagonists to help in this process.
Next, the author reviews a
list of red flags most often displayed by antagonists before they go on the
offensive. One’s track record in the
church and in other arenas is often a good place to start. If a person uses flattery or puts
predecessors down while pretending to be an instant best buddy, watch out! They might be extremely likeable and smooth
in their presentation, but these red flags combined with other antagonistic
characteristics can be devastating to a leader and the church.
Other red flags include
church hopping, lying, and aggression.
An antagonist will often brag about past accomplishments or his financial
contributions in an attempt to gain credibility. They may take notes at odd times or carry a
portfolio of evidence to support their accusations. Often antagonists do not play by the rules
and take pride in the fact that they walk “to the beat of another
drummer.” Most often that different
drummer is not Christ and one must learn to discern such flags to avoid
allowing wolves to lead the sheep to follow the wrong shepherd.
Finally, this section
closes with a list of warning signs to look for in the early stages of
conflict. When nettlesome questions,
concerns, meddling, pot-stirring come from an individual who has demonstrated
“red-flags,” the reader is warned to prepare for battle. One dealing with a real antagonist should
expect unfounded accusations, spying, distorting, misuse of scripture,
lobbying, pestering, and a host of other malicious practices.
Preventing Antagonism
In the third part of this
work the author covers issues related to discouraging antagonism through
education, authority, relationships, and the use of a confessor-confidant. An anti-antagonistic environment can be
maintained through clear policies, good evaluation processes, clear job
descriptions, shared work-loads, functionally discipline methods,
communication, united leadership, and a support group to assist the church
staff.
General church wide
education serves to keep antagonists at bay in two ways. First, it makes the sheep aware of what
wolves look like and how to avoid following such people. Secondly, it provides a foundation on which
to build if more specific information becomes necessary. More specialized training is for those
leaders who are directly involved and bear responsibility for problems that may
arise.
Effective leaders must use
their authority to confront antagonists even if it means that may ruffle some
feathers in the process. A minister’s
desire to be liked by all can be detrimental in the presence of an
antagonist. Haugk teaches, “People may
not like strong leaders, but they hate weak ones.” This is particularly true when wolves are
devouring the flock as the shepherd attempts to placate everyone with
platitudes and poems.
Within some congregations there
are wolves lying in waiting to pounce.
To deal with such individuals, the author reminds the reader to act
professionally, keep one’s distance, be accurate, avoid using flattery, and
avoid allowing them any position of leadership or influence if at all
possible. Leaders should not allow an
antagonist to provoke them to speak in anger and should always avoid votes of
confidence. Such response only
encourages an antagonist to believe he has more influence than he really
does. It would be better to brush off
accusations as annoyances and go about the work of ministry.
Finally, the author
concludes this section speaking about the value of having or being a
confessor-confidant. Finding someone
outside the congregation with whom to talk through these struggles can relieve
much stress and provide the needed insight to deal objectively and effectively
in a given situation.
Dealing with Antagonism
In the last part of his
work, Haugk handles some of the most practical aspects of addressing
antagonists in the congregation. He
begins by discussing the invisible antagonist along with the methods for
handling and identifying them. Sometimes
all a leader can do is be patient and continue to do his work well.
Next, the author teaches a
leader how to respond forcefully but responsibly to someone who appears to be
antagonistic. Specific guidelines and
details are addressed regarding how one should meet with and speak to the
antagonist in such a way to gain dominance and assert authority. By being firm and direct the leader
establishes him self as the authority.
This has the potential to diffuse the antagonist who tends to thrive on
weakness.
Haugk goes on to discuss
matters related to confidentiality and the issues related to addressing
antagonism through public means. The
role of leaders and lay-people is also addressed, as the unity of the
congregation under Christ’s leadership is the strongest weapon against the attack
of antagonism. However, sometimes
outside support structures must be called on to provide help and guidance
through more difficult situations. This
is especially true in unfortunate cases where the minister is the source of the
problem.
The author goes on to
address the difficult decision of whether or not to stay or leave a church and
the aftermath of dealing with antagonism.
Too often ministers leave difficult situation before they are able to
reap the benefit of going through the fire with a congregation. God uses difficulty to forge strong
relationships and teach his people to work together. This lesson could be sacrificed at the altar
of convenience and the appearance of greener pastures on the other side of the
fence.
Haugk concludes in a
diatribe of anticipated objections to his teachings. Feelings of inadequacy and lack of support
can emasculate an otherwise strong leader.
Knowing that the fight is worth the effort before the fight even begins
is invaluable. The “trolls” in our mind
will tell us it is too much work and that people will not support us, but these
objections must be confronted with a firm resolve in much the same way we must
be willing to stand against the antagonists who threaten the well being of our
churches.
