Religion news

This is an article from The Milwaukee Sentinel Saturday, August 3, 1991


Consultant helps ease congregation's stress

Intense church therapy used in River Hills

River Hills --Congregations, like families, struggle with tensions and conflicts that can render their ministry ineffective or, in more serious cases, lead to the breakup of the church "home" if not resolved.

Just as families seek a therapist for help in dealing with their problems, so do congregations.

Recognizing its inability to grapple with years of internal conflict, St. Christopher's Episcopal Church worked for the past year with Speed Leas, a nationally known consultant to congregations, denominational groups and religious leaders.

It has been both a painful and gratifying experience, church leaders said.

"There was an illness, a malaise, a loss of faithful direction," said George Greene, a member of the vestry, the parish governing body.

"We were a dysfunctional church family. We did not have the objectivity to recognize that which was dysfunctional," said Randolph M. Hamner, junior warden.

"I think we clearly needed a professional, arms-length, experienced, gracious, effective consultant. He was so instrumental in helping us look at ourselves."

Bishop Roger White, head of the Milwaukee Episcopal Diocese was the first to recommend to the parish of about 240 households that it needed professional help.

"One of the things that concerned me was their poor concept of what church is about and their sense of not only belonging to the parish but the wider church was somewhat lacking," White said.

The parish has been plagued with large and small conflicts for nearly 11 years, Leas noted in his preliminary report.

St. Christopher's, whose membership includes some of the community's more prominent business and civic leaders, was well known for its "fumblings," Hamner noted.

The difficulty began when a former rector's personal problems consumed much of his attention and he had to rely on lay people to assume some of his responsibilities, Greene explained.

By the time Leas was called in, there were disputes between some members and the newly called rector, Father John L. Abraham.

When Abraham came on the scene in March 1990, he was there about two weeks before some members decided he wasn't the right man for the job.

"It was symptomatic of some of the problems that existed in the life of the parish," White said, describing the power play that went on mong the parish leaders.

Abraham said he urged the parish to bring in Leas because he was one of the best. The parish paid $15,000 for Leas' service, and he was worth it, Abraham said.

Leas conducted a conflict-resolution workshop for the entire parish, worked with the vestry and helped establish a planning committee. In addition, Abraham took a weeklong training seminar on conflict management.

Conflict in parishes is not new, but the phenomena are more churches are seeking professional help, Leas said, adding "it's not such a stigma anymore."

St. Christopher's leadership was more than willing to share its experience.

"I think it would be helpful for others to know that churches are vulnerable, flawed organizations just like anything else," Abraham said.

People who way they're looking for a church with no conflicts or problems have unrealistic expectations, he said.

"Show me a church where that's the case, and I'll show you a dead church," he said.

In his preliminary report, Leas defined the following problems:

• A significantly low number of programs for children and adults, and a church school that met irregularly. They were cited as two reasons the parish failed to attract new members, especially young families.
• Few parishioners listed fellowship as one of St. Christopher's strengths.
• The congregation left decision making up to a few individuals but when those people took the initiative they got "hung out to dry" and were criticized for any action.
• High-profile leaders would stop participating in the church if an action was not to their liking.
• Lack of focus or vision, causing disputes to "take on larger meaning than would have been the case if there were something more important than those tensions which moved the organization forward."
• The "awkward" start-up of Abraham. A significant factor that led to dissension was Abraham's asking for the resignation of an interim rector, who previously served as an associate rector. Some in the congregation thought the resignation request was too soon and some thought it was too late, Leas said in an interview.

"I read that report and said, 'That's it. That's what's going on'" Hamner said.

"What's unusual is not that we have conflict, conflict is normal and natural. What was problematic here was how we dealt with it, that differences were not dealt with constructively," Abraham said. "And there also was this ambiguity about purpose and direction."

"Speed Leas was a giver of tools to build consensus and talk about issues openly," Greene said.

The year of self-introspection was not without tension. Some members left the parish, including five members of the vestry, Greene said.

Referring to the resignations and loss of members, Abraham said, "It was both unsettling and helpful. We regret losing anyone for whatever reason. On the other hand, if anyone cannot be part of a team to which we have said we are corporately committed, in the final analysis, it's probably more helpful to them and to us for them not to serve."

A longtime member who now attends a different parish said, "I think (Leas') report is a decent one, but I think you need a clergy leader in the pulpit, and in my opinion, (Abraham) is not a clergy leader. He's a wonderful manager but has a real lack of pastoral skills."

Hamner disagreed with that assessment, saying it wouldn't have mattered who was in the pulpit, the parish as that stage would have had difficulty "uniting behind any rector."

"St Christopher's needs positive, proactive clergy leadership and John provides that," he said.

In the process of dealing with its conflict, the parish suffered financially, "but we think we have that turned around," Greene said.

The overall level of giving had been quite low for several years in the affluent parish, officials noted. For the first time, the parish was informed about a financial difficulty and a second pledge campaign was undertaken which succeeded in funding this year's budget.

"That represented a super solid endorsement on the part of the parish," Hamner said.

It also represented an open, public approach to a problem, Abraham noted. In the past, a small group of individuals would have been asked to make up the difference, he said.

The planning committee submitted a report, which the parish accepted, addressing parish growth and spiritual development. The report specifically focused on attracting new members, building a strong religious education programs, and increasing participation of parishioners in the church.

"I feel renewed," Greene said.

"We're better equipped to deal with differences," Abraham said.

Leas said, "I'm high on that parish. I think they've got a good chance of continuing the excellent work they've done this past year and of having enthusiasm and new life breathed in there.?