At a recent presentation on Creative Conflict Resolution I invited participants to name current conflicts in their lives which we could use as case examples to display the concepts we considered in the workshop. There were two women who came to the presentation specifically because of an issue arising for them in the context of their work for a large non-profit institution in their role as managers of a cadre of volunteers for the non-profit.

The volunteers were upset. They were losing their status in the institution as other newcomers were brought in and as their prior role was given smaller status. The managers recognized the importance of retaining the support and loyalty of the volunteers and went to great lengths to hear their concerns and to find new ways for them to serve and to be honored for their service. The volunteers were not to be comforted by the managers. They began to write letters to the bosses to demand that their old roles be reinstated and that these new managers be replaced. The bosses responded by telling the managers to do something to satisfy the volunteers so that the letters would stop.

So the question the managers brought to the presentation was, "How can we address the conflict with the volunteers so that they will be satisfied enough that they will remain loyal to the institution and not agitate the bosses?"

For the purposes of discussing this complex system we are going to simplify it to a three party system. There are the volunteers, the managers, and the bosses. The bosses empower the managers to shift the role of the volunteers and the volunteers reject the authority of the managers and go over their heads to relate to the bosses. The bosses would rather not deal with the volunteers and tell the managers to fix it.

The "squeaking wheel" in this scenario is the volunteers. They have the power that comes from large numbers and long history with the institution. The formal power is held by the bosses. They make policy and determine the programs of the institution. The managers only have the power the bosses give them. They are squeezed in the middle. Their attention is on the volunteers as they are the ones making the most noise and their bosses have told them to deal with them.

But the volunteers have already said in effect, "We don't recognize your authority. You are new and don't know what you are doing. We are going over your head." So the managers have very little power in that relationship and, at this point, anything they do in their relationship with the volunteers is going to get them further discounted and will likely further anger the volunteers.

The salient conflict is between the managers and the bosses. The bosses gave them a job to do which they have done well. In keeping with the law of unintended consequences, the improvements to the program have disturbed those who liked it the way it used to be. The managers don't have the power to fix this problem and the volunteers know it. They have correctly identified the bosses as the ones who can address this problem.

The bosses don't want this problem and want the managers to fix it. The managers want to be seen as able to handle the situation as they want the bosses' approval and appreciation. The managers will have to risk the bosses' disapproval by pointing out that the bosses are the only ones in the system with the authority to address the issue.

For the managers then, the central issue is not between them and the volunteers, even though that is where much of the heat is. The central issue is that the bosses have given them a job to do--make the letters stop--without giving them the authority it will take to do that job. The managers will have to say to the bosses, "This problem will not be resolved unless you bring more of your attention to it. We need your help."

Doing this will raise a new conflict for the managers and is the central reason this tactic was not immediately apparent. The managers are proud of their work and want others to see the quality of what they are able to do. They especially want the bosses to see their competency as this increases job security. To go to them and say, "We can't do what you asked," goes against this primary need.

The managers are having an internal conflict. One voice is saying, "We have to be sure the bosses affirm us," and another voice is saying, "We have to tell the bosses that they aren't doing their job." It is always true that the conflicts we have with others are mirrored by our own internal conflicts. The good news is that all we have to do to resolve the interpersonal conflicts is to resolve the intrapersonal ones. In this case the managers have to find a way to approach the bosses which will both invite the bosses to see what they can do to address and resolve this problem with the volunteers and which will make the managers look effective.

Perhaps the managers can go to the bosses with a plan for what the bosses might do. This plan could include an analysis of the options and the likely outcomes. They could leave it to the bosses to choose. This affirms the managers' responsibility for the project--they are doing the research and analysis--but it also recognizes the appropriate role and power of the bosses.

So what first appears to be a conflict with the volunteers can be seen as a conflict with the bosses. The barrier to addressing the conflict with the bosses is an internal conflict which, when resolved, leads to a creative course of action with a high chance of success. This action will create new possibilities and new conflicts which lead to further creative options. And so it goes. 

To Whom It May Concern:

Rev. Mark Robinson worked with Columbia UCC congregants in 2008, at the recommendation of Rev. Dale Parson, Western Association Conference Minister.

Mark came to us at an incredibly fragile time in our congregation. Our pastor of two years had abruptly resigned and there were many conflicts arising.

I found Mark to be incredibly personal as I corresponded with him. He was also very prompt to answer any e-mail or phone call that I made. He gave me the reassurance I needed as Council President to carry on and lead the congregation towards healing.

Mark also provided pulpit supply for us in September prior to his consultation work with CUCC. His sermon was simply outstanding. He had not worshipped with us at all, but he seemed to intuitively know what the congregation needed to hear to move towards spiritual healing. I made copies of his sermon, and circulated those amongst my Council and other members who I felt would benefit from his message.

Following that powerful sermon, Mark led us through several workshops that helped us, as congregants, learn how to positively manage conflict as it naturally arises in the life of CUCC.

Finally, I want to offer our heartiest thanks to Mark for a job well done with Columbia UCC. He was the hope we had been waiting for, and helped begin the healing process for a wounded congregation.

Blessings,

Judi Privitt

CUCC 2008 Church Council President

djprivitt@centurytel.net

Re: Evaluation of ministry of Mark Robinson

To the Committee on Ministry - St Louis Association:

Thank you for the opportunity to reflect on the Rev. Mark Robinson's ministry as we related to one another in several settings.

At the encouragement of the Committee on Ministry I asked Mark to facilitate a conversation at Eden United Church of Christ around the issues of Gay/Lesbian, Marriage Equality and the presence of a transgendered member in our congregation.

Mark and I met, over lunch and he heard my concerns about my ministry here and what I saw happening at Eden. Mark was thoughtful, supportive, and understanding offering different perspectives and ways I might manage the conflicts. He also agreed to facilitate our forum.

Mark was respectful and led the participants to be so as the members of the congregation expressed intense feelings and opposing opinions; he summarized each person's statement and noted it on newsprint. After each had commented he drew our comments together and made suggestions for further action. We followed up on several of the recommendations that came out of the meeting. It was a good process and has seemed to have helped this congregation move on from the tension of issues around sexual orientation and General Synod. Everyone felt heard, taken seriously and cared for.

Mark attended a Church Council Meeting several weeks later. He named in generalities some of the underlying issues that have made my ministry in this congregation difficult. He did some teaching on conflict resolution. Unfortunately Council did not accept his offer to work with us. Mark and I have met several times one on one and he has continued to be encouraging suggesting strategies I might try. He and I spoke at length during the weeks when I audited his class at Eden Seminary.

Mark taught a January Interim class on "Creative Conflict Resolution" . That class continues to be instrumental in my ministry. I refer to my notes from time to time, use my learnings to curb the effects of potential conflicts and to help me and others to navigate through inevitable conflict.

I have copied here the class evaluation I wrote for the seminary.

I appreciated the Conflict Resolution Class as I learned new tools to respond to conflict in the church. The texts we used came at the information in different ways, one speaking to developmental stages and how they impact relationships and conflict; one speaking to the way we as leaders communicate in the corporate (church) world and one which looked even more closely at how we can communicate using non-violent language.

We were privileged to also receive copies of Mark's workshop material on Healthy Relationships. This material helped us look at how we abuse (often unintentionally) within our own relationships and how to deal with abuse and create shalom. The intersection of these texts with class discussion has caused me to consider new ways of doing pastoral care and working with conflict in my congregation and personal life.

Mark was able throughout the class to address each student where they were, helping each one with our particular conflicts whether those conflicts surfaced in church, contextual ed settings, family life or within the individual. He modeled "an ongoing regard" for each member of the class.

Mark also listened to the needs of class members... so he quickly incorporated into our class an opportunity for meditation helping us to focus ourselves and prepare for class content.

I have experienced Mark's faith in God and his belief that God wills for us shalom. He works at reminding us that all conflict can be resolved (a theological assertion for him). His ministry and support has enabled me to cope with the challenges I have faced. I have appreciated Mark's ministry to me, in my congregation and at the seminary. He offers a unique and valuable ministry to the pastors and churches of our Association. I value our collegial relationship, his ministry, insights and perspectives.

Should you have any further questions, please do not hesitate to contact me at 314. 631.8930 (church) or 314.910.9751 (cell)

God's peace,

Rev. Jacoba M. Koppert, pastor

Eden United Church of Christ