Dealing with Resistance
"Are you going to address how to deal with resistance?" The question came just prior to the final session of a recent workshop we led in Illinois for a group of pastors and laity on practicing right relationships. The short answer was, "No." The long answer was that this was one of the questions people most commonly asked us and that we'd write on it in our next newsletter column. Yes, we know we said this would be part two of working with your stake - but think of it as a pertinent digression.
It's so common. A congregation's leadership, after listening to God's call and the hopes and dreams of the people, plants a stake in the ground and set out to lead the congregation into that new future . No sooner do they take 2 steps, than resistance begins to rise. It may surface as anxiety bubbling up in conversations in the hallways or on the phone lines, or people not following through on tasks, or even as strongly worded letters and angry encounters.
Resistance happens at different layers depending on the concerns of the individual. Important to remember is that in the vast majority of situations, resistance arises from a deeply held concern for what's best for the church. People do not set out to be difficult, and in their resistance are the seeds of what can help the change effort go more smoothly and have the results that are truly needed. Resistance often arises in response to four basic questions or layers of the change process: What will we change? What will we change into? What is the best way to make this change happen? Will there be a place for me? Resistance is an indicator that one or more of those questions may not have been fully addressed, or, that the leadership has not communicated adequately in ways the congregation can hear.
When resistance is arising from the question "What will we change," it points to a lack of agreement on what the underlying problem or problems are. The goal is to develop a shared understanding of the current reality and the forces that sustain it. These include attitudes, assumptions, and behaviors on the part of the congregation and its community. Without a common agreement that a) something needs to be changed and b) what that something is, resistance will continue to grow throughout the change process.
A commonly held vision that people want to achieve is essential. Just as essential is a commonly held understanding of current reality. We encourage you to see resistance at the level of "What will we change" as a gift that forces the leadership to really do their homework around current reality and communicating it in effective ways to the congregation.
Resistance arising from the question, "what will we change into," may reveal a strongly held belief that the proposed solution will not really address the problem or, that the proposed change will result in undesirable or un-acceptable side-effects. It may also reveal fuzziness and lack of consensus around the results or vision the group wants to move into. Change finally happens only when people are in agreement about what is SO important that the results make the pain worthwhile. When the inevitable conflicts arise only the clear, commonly held vision of the preferred future can bring people together . People need venues and opportunities to express their concerns about the side effects of the changes and more of a chance to participate in finally shaping the vision.
Resistance arising from the question, "What is the best way to make this change happen," can be a sign to the leadership that congregants do not see the clear path around what may seem to be insurmountable obstacles. Resistance at this level often shows itself in a lack of follow-through even though people seemed in agreement and committed.
Clarity and honesty around current reality and a clear and compelling vision of the preferred future provide the basics for leaders. With those in place, the leadership may well feel ready to start the journey knowing that the path will emerge as each step is taken. Others in the congregation, however, may need more sense of the path that will make it possible to move "from here to there." Those fears or concerns must be heard and receive a response in order for everyone to be on the journey.
Being clearer and more open with the strategy and plan and taking time to synchronize the various aspects of the implementation process not only addresses the root cause of this level of anxiety, but again, strengthens the process itself. Leadership must define concrete steps to take, knowing that plans will always change as new learnings emerge. The constant is the commonly held preferred future.
Resistance arising from the question, "Will there be a place for me," is often the most emotional. Older congregants who have faithfully served for many years may feel unwanted and shut-out. Those who currently have power and influence or who are deeply attached to particular ministries may feel threatened.
Resistance from the level of "Will there be a place for me" calls for two responses from leadership. First, the vision, the preferred future that is being served by the changes must again be brought to the forefront. Second, leadership must work with individuals as together they identify and remember their gifts and the value those gifts brought to congregational life in the past. THEN, leadership must genuinely work with individuals, identifying how those same gifts are needed in congregational life, though perhaps now in new forms. As the congregational system changes, changes will be required of the individual congregants and leaders. Old dogs will need to learn new tricks. Patience, and respect for and honoring of individuals in their own process of change is essential.
Resistance in the process of change challenges leadership to shift their perspective from regarding resistance as a nuisance to regarding it as a gift. Exceptions exist. Some individuals do bring an impossible toxicity into a process. Resistance generally, however, surfaces something that needs to be addressed for the sake of the health and strength of the desired outcomes. Wise leaders listen to the resistance and use it as the opportunity to address important issues.