(Continued from yesterday)
There are 4 parties in the story, each with actions that are not handled properly:
1. Pastor A who accused his associate in public.
2. Pastor B who was accused, which accusations may be true or false.
3. Church members who reacted negatively to A at the members’ meeting and wrote a joint letter to the board demanding that A be disciplined.
4. The board who took no action when the accusations first erupted and wrote a letter to all members requiring them to cease all forms of communication, private or public.
Taking things at face value, i.e. everything is accurately reported, my principles and gut reaction are:
• Deal with public matters publicly, private matters privately. I don’t know whether they had private discussions prior to the public outburst, and whether they are at the same job level or not, but A should have approached B in private to resolve the grievances first. If there is no resolution, then bring it to B’s supervisor or the board. Only when there is still no satisfactory resolution then it’s up to the board to take the matter to a members’ meeting, not A. This is standard Mt 18 procedure regarding conflicts between members or staff.
• A is handling things immaturely. In general we can tolerate a pastor’s poor performance due to inexperience, bad behavior (up to a point) due to immaturity, but usually sever employment when his integrity is compromised, whether it is morals (infidelity), money (embezzlement), or when he drifts into heresy. Here A has not gone so far to warrant dismissal, but needs disciplinary action so that he can repent and be restored, and the congregation to learn grace rather than legalism.
• The board does not have the authority by virtue of their position to require members to cease private communication. They can appeal, but cannot demand. They have also lost their moral authority when they stalled and did not deal with the issue as it happened. A healthy board should be aware of the dynamics between its staff, and keep their eyes/ears open as to what’s happening among the members. This board seems very reactive and dysfunctional.
• Since events have already degenerated, the board should:
o investigate the allegations and discipline A for his outbursts and immaturity,
o discipline B if the allegations were true,
o call a members’ meeting to inform the congregation the facts as appropriate; educate them what is the biblical way to handle such matters, and exhort to deal with grace rather than law.
o come up with a plan to prevent similar grievances from recurring, and recast the vision what the mission of the church is, to refocus everyone’s attention to God’s purpose for the church, not on the disunity that obstructs the church’s progress
Depending on whether there are particular church members or board members who are stirring up trouble instead of solving the problem, they may need a private admonition apart from the public address. Persistent antagonists should step down from leadership if they are causing the church to regress instead of progress. Public apologies from A, B, member ringleaders, the board may be needed as appropriate to move the church forward.
There are other issues e.g. salary disparity, but we just don’t have enough details as to the scope of each pastor’s responsibility, years of experience etc. to determine whether the difference is justified.
That’s my humble opinion without deeper probing. Hope that helps.