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WELCOME TO REDEEMER’S LEADERSHIP INSTITUTE ( RLI ) TRAINING PROGRAM PowerPoint Presentation
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WELCOME TO REDEEMER’S LEADERSHIP INSTITUTE ( RLI ) TRAINING PROGRAM. You are here to learn to live. RLI is an organization of

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slide3

RLI is an organization of

THE REDEEMED CHRISTIAN OF CHURCH OF GOD NA; established to create an educational environment for developing leaders of influence and global impact for the 21st century.

slide4

CONTACT ADDRESSES:

The Registrar

2860 E. 5th Avenue, Columbus Ohio 43219

Tel: 614 353 5028; Fax 614 252 7076

Email: registrar@redeemersleadershipinstitute.org

Web: www.rlit.org

about rli
ABOUT RLI
  • RLI was the vision of Pastor James Fadele, RCCGNA Chairman, Board of Coordinators
    • Need: to develop effective spiritual leaders in RCCGNA
    • Qualities: Integrity & excellent spirit within the context of North America
  • RLI was incorporated in 2007 & started operation in 2008
about rli1
ABOUT RLI
  • Training provided to 380 in 2008; 2678 in 2009
  • RLI plans to extend its services beyond the shores of RCCGNA in the nearest future.
  • RLI has 9 Board Members:
    • Pastor James Fadele, Chairman/Board of Provincial Pastors, RCCGNA
    • Pastor TolaOdutola, RLI Chairman/Provincial Pastor
about rli2
ABOUT RLI
  • Pastor Wale Akinosun
  • Pastor AbiodunBada (Ph.D)
  • Pastor NimiWariboko (Ph.D)
  • Pastor Enefaa Korubo
  • Pastor O.J. Kuye
  • Pastor Bola Idowu (Ph.D)
  • Pastor BimpeIshola - Registrar
rli approved courses
RLI APPROVED COURSES
  • Leadership, Motivation and Team Building
  • Church Financial Planning, Management & Control
  • Personal Financial Planning, Management & Control.
  • Effective Church Administration
rli approved courses1
RLI APPROVED COURSES

RLI approved courses:

  • Ministerial Ethics & Responsibilities
  • Leadership & Authority in the Church
  • Strategic Leadership & Systems Thinking
  • Legal Issues for Churches
  • More courses under development
our focus our purpose
OUR FOCUS . . . OUR PURPOSE
  • The primary purpose of RLI is to develop credible Christian leaderscapable of taking the church forward in the 21st century.
  • Our focus is leadership development.
course objectives
COURSE OBJECTIVES
  • Develop an understanding of the nature of conflicts,
  • Develop a biblical understanding of Conflict,
  • Develop an understanding of each Conflict Management Style
  • Learn practical, biblically-acceptable methods for resolving conflict and
  • Adopt these methods as a basis for Conflict Management in the church.
lecture outline
LECTURE OUTLINE
  • Introduction
  • Basic Definitions
  • Course Objective Topics
  • Session 1
  • Session 2
  • Session 3
  • Session 4
  • Conclusion
    • Presentations: Group Photograph, Presentation of Certificate of Completion & Return of course evaluation forms
lecture topics
LECTURE TOPICS
  • What is conflict?
  • Occurrence of Conflict
  • Theology of Conflict
  • Causes of Conflict
  • Sources of Conflicts
  • Responses to Conflicts
  • Conflict Management Styles
  • Conflict Handling Mechanism
  • Litigation and Malpractice issues
  • Moot Court/Ground Rules
  • Principles of Forgiveness
  • Reconciliation
  • Tips for Preventing Conflicts
  • After Conflict Resolution
  • Conclusion
conflict
CONFLICT
  • Exists whenever people are in disagreement and opposition
  • Is inevitable
  • An organization’s success is based on how well it deals with conflicts
  • Is not necessarily a bad thing
dysfunctional vs functional conflict
DYSFUNCTIONAL VS. FUNCTIONAL CONFLICT
  • Dysfunctional conflict
    • Is when conflict prevents the achievement of organizational objectives
  • Functional conflict
    • Is when disagreement and opposition supports the achievement of organizational objectives
slide18

Competitive or opposing action of incompatibles : antagonistic state or action (as of divergent ideas, interests, or persons) (WEBSTER).

  • A serious incompatibility between two or more opinions, principles, or interests (OED).
  • A state of disharmony between incompatible or antithetical persons, ideas, or interests; a clash (The Free Dictionary).
slide19

Conflict management: Any and all actions people use in dealing (or not dealing) with a conflict, including resolution.

  • Conflict resolution: A process leading to a recognized outcome of a conflict—a negotiated agreement or a unilaterally imposed solution.  
  • Conflict management styles: Default strategies for managing conflicts that people tend to employ across different situations.
slide20

Conflict handling styles: Adjudicatory strategies for managing conflicts that people tend to employ across different situations.

the psychological contract
THE PSYCHOLOGICAL CONTRACT
  • Is the unwritten implicit expectations of each party in a relationship
  • Is broken for two primary reasons:
    • We fail to make explicit our own expectations and fail to inquire into the expectations of the other parties
    • We further assume that the other party(ies) have the same expectations that we hold
conflict always hurts
CONFLICT ALWAYS HURTS
  • Regardless of how quick we respond to or how well we resolve them, conflicts in interpersonal relationships always hurt in business, at church and in families. The ultimate price to pay for an ignored or poorly managed conflict in our churches, is in souls. Conflict in the church could drive someone away from not only our church, but also from the Lord.
theology of conflict
THEOLOGY OF CONFLICT
  • Conflict began in the Garden of Eden when Eve had an internal conflict because of the Conversation with satan/serpent
  • Conflict between Adam, Eve and the Lord
  • Conflict between Adam, Eve and satan/serpent.
  • The end of Conflict – Rev 22:3
theology of conflict1
THEOLOGY OF CONFLICT
  • Conflict in the early Church due to:
        • Racism(Segregation/Integration) - Acts 10 - 11
        • Church Membership - Acts 15:2-3
        • Personalities – Acts 15: 36-41
        • Loyalties – 1 Cor 1:10; 3:16-17
        • Plans and Purposes of the Lord – Acts 10:9-18
theology of conflict2
THEOLOGY OF CONFLICT
  • Conflict in the early Church due to:
        • Methods, procedure – Acts 15:1-35
        • Responsibility – Acts 6:1-7
        • Resources – Acts 6:1-7
        • Values and traditions – Acts 15: 1-35;

2 Sam 11

Hierachy/Positions

theology of conflict3
THEOLOGY OF CONFLICT
  • Jesus in Conflict
    • Cleansing the Temple – Matthew 21:12-16
    • Jesus/John the Baptist
    • Jesus/Herod
    • Jesus/Caiaphas & Sanhedrin
    • Jesus/Pharisees
    • Jesus at the Synagogue – John 8: 3-11
    • The Adulterous Woman – Luke 4: 28-30
causes of conflicts
CAUSES OF CONFLICTS

Michael Holloway identified the origin

of conflict as “unmet desires”

  • These desires may be bad in themselves
  • James 4:1-3 and Matthew 15:19
  • The desires may be good
  • Keeping Promises
slide28

According to psychologists Art Bell and Brett Hart(2002), there are eight common causes of conflict in the workplace, namely:

  • Conflicting resources.
  • Conflicting styles.
  • Conflicting perceptions.
  • Conflicting goals.
  • Conflicting pressures.
  • Conflicting roles.
  • Different personal values.
  • Unpredictable policies.
slide29

EXERCISE 1:SOURCES OF CONFLICTS

Conflict could arise in the church today due to:?????

case study 1 sources of conflicts
CASE STUDY 1:SOURCES OF CONFLICTS

1 CORINTHIANS 1:9-13; 3:1-4; 4:6-8

  • What were the actual conflicts in Corinth?
  • What were the root causes of their conflicts?
  • What other scriptures explain causes of conflict?
  • What are some personal traits that tend to stir up conflict?
  • How can we grow personally in this area?
responses to conflict
RESPONSES TO CONFLICT
  • Three main categories of responses to conflict identified by Ken Sande are:
  • Attempting to escape the conflict

-Peace Faking

  • Attempting to escalate the conflict

-Peace Breaking

  • Attempting to resolve the conflict

-Peace Making

escaping
ESCAPING

1. Deny the existence of conflict

  • Acting as if there is no conflict
  • Ignoring your role in creating or continuing a conflict
  • Pretending as if the conflict has been resolved

2. Flee the conflict

  • Ending a friendship
  • Quitting your job or assignment
  • Leaving your church
resolving
RESOLVING

1.Involving only those in the conflict

  • Overlooking an offense (not same as denying)
  • Reconciliation
  • Negotiation

2.Getting help from others

  • Mediation – Empowering through dialogue
  • Arbitration – Formal panel
escalating
ESCALATING

1. Verbal Escalation

  • Direct: put downs, yelling, obscenities
  • Indirect: gossip, slander

2. Extra-Verbal Escalation

  • Physical: slapping, hitting, fighting, murder
  • Getting others onto your side

3. Litigation

slide35

CONFLICT MANAGEMENT STYLES

Accommodating Conflict Style

Passive Behavior

You Win, I Lose

Collaborating Conflict Style

Assertive Behavior

You Win, I Win

High Concern

for

Others’ and

Own Needs

High Concern

for

Others’ Needs

Negotiating Conflict Style

Assertive Behavior

You Win Some, I Win Some

Low Concern

for

Others’ and

Own Needs

High Concern

for

Own Needs

Avoiding

Conflict Style

Passive Behavior

You Lose, I Lose

Forcing

Conflict Style

Aggressive Behavior

You Lose, I Win

avoiding conflict style
AVOIDING CONFLICT STYLE
  • Attempts to passively ignore the conflict rather than resolve it
  • Is unassertive and uncooperative
  • Creates a lose-lose situation

36

avoiding conflict style cont
AVOIDING CONFLICT STYLE (cont.)
  • Advantages
    • May maintain relationships that conflict resolution could damage
  • Disadvantages
    • Conflicts do not get resolved
    • Internal conflict in individuals
    • Avoiders are walked all over
  • Appropriately used when:
    • The conflict is trivial
    • Your stake in the issue is not high
    • Relationships could be damaged
    • You don’t have time to resolve the conflict
    • Emotions are high

37

accommodating conflict style
ACCOMMODATING CONFLICT STYLE
  • Attempts to resolve the conflict by passively giving in to the other party
  • Is unassertive but cooperative
  • Creates a win-lose situation

38

accommodating conflict style cont
ACCOMMODATING CONFLICT STYLE (cont.)
  • Advantages
    • May maintain relationships that a conflict might damage by going along with the other party
  • Disadvantages
    • May be counterproductive
    • Accommodators are taken advantage of
  • Appropriately used when:
    • The person enjoys being a follower
    • Maintaining the relationship outweighs all other considerations
    • The changes agreed to are not important to the accommodator, but are to the other party
    • The time to resolve the conflict is limited

39

forcing conflict style
FORCING CONFLICT STYLE
  • Attempts to resolve the conflict by using aggressive behavior to get his or her own way
  • Is uncooperative and aggressive
  • Creates a win-lose situation

40

forcing conflict style cont
FORCING CONFLICT STYLE (cont.)
  • Advantages
    • Decisions may be better, if the enforcer is right
  • Disadvantages
    • Overuse leads to hostility and resentment toward its user
    • Forcers tend to have poor human relations
  • Appropriately used when:
    • Unpopular action must be taken on important issues
    • Commitment by others is not critical
    • Maintaining relationships is not critical
    • The conflict resolution is urgent

41

negotiating conflict style
NEGOTIATING CONFLICT STYLE
  • Attempts to resolve the conflict through assertive, give-and-take concessions
  • Is moderately assertive and cooperative
  • Creates an “I win some, you win some” situation through compromise

42

negotiating conflict style cont
NEGOTIATING CONFLICT STYLE (cont.)
  • Advantages
    • Resolved relatively quickly
    • Working relationships are maintained
  • Disadvantages
    • Can lead to counterproductive results
    • Can lead to suboptimum decisions
    • Overuse leads to high demands from the parties to use to bargain for more reasonable demands
  • Appropriately used when
    • The issues are complex and critical
    • There is no simple and clear solution
    • Parties have about equal power and want different solutions
    • A solution will be only temporary
    • Time is short

43

collaborating conflict style
COLLABORATING CONFLICT STYLE
  • Attempts to jointly resolve the conflict with the best solution agreeable to all parties
  • Is assertive and cooperative
  • Creates a win-win situation

44

collaborating conflict style cont
COLLABORATING CONFLICT STYLE (cont.)
  • Advantages
    • Tends to lead to the best solution
  • Disadvantages
    • The skill, effort, and time needed are usually greater and longer than the other styles
  • Appropriately used when:
    • Dealing with important issues requiring optimum solutions
    • Compromise will result in sub-optimization
    • People are willing to place the group goal before self-interest
    • Maintaining relationships is important
    • Time is available
    • It is a peer conflict

45

dealing with conflicts
DEALING WITH CONFLICTS
  • Proactive
  • Prevention
  • Reactive
  • Resolution
initiating conflict resolution
INITIATING CONFLICT RESOLUTION

Step 1. Plan a BCF(Behavior, Consequences, Feelings) statement that maintains ownership of the problem.

Step 2. Present your BCF statement and agree on the conflict.

Step 3. Ask for, and/or give, alternative conflict resolutions.

Step 4. Make an agreement for change.

48

responding to conflict resolution
RESPONDING TO CONFLICT RESOLUTION

Step 1. Listen to and paraphrase the conflict using the BCFmodel.

Step 2. Agree with some aspect of the complaint.

Step 3. Ask for, and/or give, alternative conflict resolutions.

Step 4. Make an agreement for change.

49

case study 2 helping to resolve a conflict
CASE STUDY 2:HELPING TO RESOLVE A CONFLICT

PHILIPPIANS 4:2-3

  • How conflicts can be resolved in a godly way.
  • How would the phrase “work out your own salvation” apply to these two sisters in Philippians?
  • What is to be done when we are personally in a conflict?
  • What is the proper attitude to have about the conflict and the other person?
  • How do outside individuals help those in conflict?
  • When is it appropriate to help?
  • What scriptures provide guidelines for helping?
conflict handling
CONFLICT HANDLING

Adjudication

  • Parties are given the opportunities to present their case and submit arguments, however, the choice of solution is made by a third party (appointed) and the decision is enforced to ensure compliance by all parties.
conflict handling1
CONFLICT HANDLING

Negotiation

  • The participation of all parties is necessary and they get to formulate the issues and fins a resolution that is satisfactory to all.
conflict handling2
CONFLICT HANDLING
  • Arbitration

The parties decide on who is going to decide the issues under dispute and can sometimes identify the basis upon which their case will be decided and whether the outcome will be binding or not. However, the solution is still at the discretion of a third party and the outcome could be imposed by the power of the law or existing rules.

conflict handling3
CONFLICT HANDLING
  • Mediation

This is a special type of negotiation and the parties search for mutually satisfactory solutions assisted by a third party. The third party’s role is to minimize obstacles to the negotiation process including those that emanate from power imbalance. Ultimately the conflict parties determine resolution process.

mediating conflict resolution
Mediating Conflict Resolution

Step 1. Have each party state his or her complaint using the BCF model.

Step 2. Agree on the conflict problem(s).

Step 3. Develop alternative conflict resolutions.

Step 4. Make an agreement for change.

Step 5. Follow up to make sure the conflict is resolved.

56

conflict handling4
CONFLICT HANDLING

Reconciliation

  • Trying to find both solutions to the issues underlying the conflict and also to alter the relationships from that of resentment and hostility to friendship and harmony. Parties must be equally prepared to invest and participate intensively in the resolution process.
conflict handling5
CONFLICT HANDLING

Litigation

Intervention by the Courts might be a conflict resolution option especially when Malpractice occurs.

This option may occur due to:

  • Intentional Actions
  • Cause of action does not include a religious standard of care
malpractice issues for the church
MALPRACTICE ISSUES FOR THE CHURCH
  • Church discipline
  • Counseling
  • Breach of fiduciary duty
  • Wrongful expulsion/excommunication
  • Defamation
  • Invasion of family privacy
  • Emotional distress
church discipline
CHURCH DISCIPLINE
  • Membership of a church implies an express or implied submission to the church’s “control and be governed by its laws, usages and customs”
  • Implied consent to discipline ends when the person leaves the church
  • Church discipline should be carefully documented and Pastors/Ministers should exercise discretion when discussing negative information about former church members.
conflicts as opportunities
CONFLICTS AS OPPORTUNITIES
  • To Glorify God
  • To serve others
  • To grow to be more like Christ
the 4 g s of conflict resolution
THE 4 G’S OF CONFLICT RESOLUTION
  • “How can I please and honor God in this situation?” (Glorify God)
  • “How can I show Jesus’ work in me by taking responsibility for my contribution to this conflict?” (Get the log out of your own eyes)
  • “How can I lovingly serve others by helping them to take responsibility for their contributions to this conflict?” (Gently restore)
  • “How can I demonstrate the forgiveness of God and encourage a reasonable solution to this conflict?” (Go and be reconciled)
prerequisite
PREREQUISITE
  • Log removal – Mathew 7:3-5
  • A deep consideration of your role in the conflict is very important
  • Are you overly sensitive, taking offense when you ought not to take offense?
  • Have you sinned, either in attitude or actions?
restoration not confrontation
RESTORATION NOT CONFRONTATION

Matthew 18:15-17

  • Lovingly restoring someone who has erred
  • Showing mercy just as mercy has been shown to us
general framework
GENERAL FRAMEWORK

Whether the sin is directly against you OR, you are simply one who becomes aware of the sin.

In resolving any conflict with another person

  • Try to resolve with the person
  • If that doesn’t work, seek non-binding help
  • If that doesn’t work, seek binding help
slide67

There are exceptional cases that do occur. If a situation is perceived or seen to be an exception:

  • Do not simply act as you would in specific situations
  • Seek competent counsel
  • Remember the necessity of log removal: be sure your motives are godly
slide68
SIN
  • Remember the Bible is the standard
  • You are not qualified to judge others’ motives
  • You should judge your own motives
approach
APPROACH

When approaching someone, remember:

  • Direct confrontation is not always the wisest approach (John 4:1-18; Esther 5-7)
  • You are to speak in a way that is appropriate for the situation (1 Tim. 5:1-2; 1 Thes. 5:14-15)
  • You are to “Treat others the same way you want them to treat you.” (Luke 6:31)
slide70

Resolving Conflict: The Christian Goal

  • Peace and unity is the goal. Jesus Matthew 5:9, Ephesians 4:3 and Romans 12:18- Paul.
  • Peace is cheaper than its alternatives.

Remember: Preserve Relationships

  • It is beneficial to maintain positive, workable relationships with the people involved.
slide71

The System Must Work

  • If the system of resolving conflict prolongs issues, the process isn’t efficient. Go back to the drawing board and try something else – another approach - James 3:13-4:3.
slide72

Consider All Legitimate Interests

  • Do not selfishly consider only self interests in disputes - Philippians 2:4.
  • Make Wise and Fair Decisions

Galatians 6:1 - Paul. Jesus - Matthew 18:15-20.

slide73

Resolving Conflict: Don't Violate Biblical Principles

  • Paul - 2 Timothy 3:16 and 1 Corinthians 10:11.
  • The information we need in resolving conflict is in the Bible. The problem is discovery, application and motivation.

Glorify God

  • Paul wrote, “…whatever you do, do all to the glory of God” (1 Corinthians 10:31). Resolving conflict falls under the umbrella of “whatever.”
slide74

Prayer

  • Prayer calls on Divine power, guidance, intervention, and wisdom in resolving conflict, Matthew 18:19

Forgiveness

  • The Bible teaching about resolving conflict is unconditionally clear - Matthew 6:12.
slide75

A properly resolved conflict may result in different relationships among the people involved

  • The conflict may reveal previously unknown differences, which undermine the basis for an existing friendship
  • The conflict may reveal previously unknown similarities, which establish a basis for a new friendship
tips for preventing conflicts
TIPS FOR PREVENTING CONFLICTS

When you speak

  • Do not just assume you have been understood; be sure that you have been.
  • Avoid unnecessarily offensive words.
  • Minimize your use of adjectives and adverbs.
  • Be aware of tone and body language, but do not rely on either to convey your message.
tips contd
TIPS (Contd.)

When you listen

  • Do not presume that all words are being used in the same way that you use them; seek clarification.
  • Try to overlook offensive words, tone, or body language; alternatively, address it immediately.
  • Concentrate on the nouns and verbs being spoken.
slide78

In biblical issues

  • Do not assume that the infallibility of Scripture implies the infallibility of your understanding of Scripture.
slide79

In all intellectual matters

  • Do not assume every question has only one right answer.
  • Understand how uncertainty builds up in chains of inferences.
  • Recognize differing levels of confidence in your beliefs.
slide80

In all matters

  • Do not judge the motives of others.
  • Do not assume everyone else is just like you.
  • Look for your own logs first.
  • Recognize that you are not the Holy Spirit.
slide81

Be cautious about giving unsolicited advice, even when you think it is needed.

  • In the absence of overwhelming evidence to the contrary, assume that your anger is not righteous anger
  • Expect others to be at least as sinful and imperfect as you are
slide82

Remember that love for each other was singled out by Jesus as the way that people would recognize His Disciples; John 13:34-35

  • Honor your commitments / promises - Psalm 15
slide84

Conflict Management continues after the conflict due to:

  • Emotional residues
  • Damaged trust
  • Relational distance
  • Sense of opposition
  • Resentment
  • Insecurity about the relationship
  • Emergence of taboo subjects
goal of conflict management
GOAL OF CONFLICT MANAGEMENT

The goal of Conflict Management is peace (shalom):

  • Acceptance
  • Apology
  • Restitution
  • Forgiveness
  • Reconciliation/Healing
acceptance
ACCEPTANCE
  • If Conflict is resolved against a party, the party may:
    • Accept the resolution or
    • Escalate the Conflict
    • Leave the Church
  • Each choice has appurtenant consequences
apology
APOLOGY
  • Identify the offending conduct
  • Acknowledgment the harm caused thereby
  • Accept responsibility for the conduct and the harm
  • Express regret
  • Commit to avoiding a reoccurrence of the conduct
  • Avoid explaining the harmful conduct as a response to the other party’s behavior.
restitution
RESTITUTION
  • Attempt to return to the status before the conflict
  • RESTITUTION SHOULD BE SUPERVISEDBY COMPETENT PERSONS!!!!
forgiveness
FORGIVENESS

Forgiveness is:

  • Giving up the right to get even – Romans 12:19
  • Responding to evil with good – Luke 6: 27-28
  • Repeating these steps as long as necessary – Matthew 18:21-22
  • Sharing the good news of God’s forgiveness – 2 Cor 5: 18-20
forgiveness1
FORGIVENESS

Forgiveness is not:

  • CONDITIONAL.
  • MINIMIZING the seriousness of the offense.
  • RESUMING a relationship without changes.
  • FORGETTING what happened.
  • MY RIGHT when I wasn’t the one who was hurt.
forgiveness2
FORGIVENESS

We should forgive because:

  • Jesus forgave us - Col. 3:13 Col. 2:13-14
  • Resentment is destructive -Job 18:4 , Job 5:2 Eccles. 7:9
  • We will need more forgiveness in the future – Matthew 6:15
  • Ps. 103:12, Ps. 130:3-4,Luke 17:3-4 ,Eph. 4:32, 1Cor. 13:5
reconciliation
RECONCILIATION

Reconciliation is an attempt to return a relationship to the status before the conflict or better. It is usually based on:

  • acknowledging the conflict/resolution
  • Intervening event, person or new conduct
  • Renegotiating the basis of the relationship
  • Resolving to move forward.
  • Maintaining our commitment
  • Healing – Jer 8:22
slide93

Lastly, do not forget that in Christian circles many conflicts have the Accuser of the brethren as the primary cause.

  • There is therefore need to be strong and courageous on the basis of God's word.
references
REFERENCES
  • Edmiston, J. (1997). A Christian Approach To Conflict Resolution. http://www.globalchristians.org/articles/confresl.htm
  • Holloway, M. (n.d.) A Biblical View of Conflict and Its Resolution. http://www.logicteacher.com/conflict/
  • Jensen, R (n.d.). 12 Steps to Conflict Resolution: How to Get Along with Difficult Staff, Volunteers and Board MembersNewman, P. (2007). Bible Teaching about Resolving Conflict. http://www.bible-teaching-about.com/resolvingconflict.html
  • Sande, K. (2002).Peacemaking for Families. (Tyndale). Retrieved from http://www.peacemaker.net/site/c.aqKFLTOBIpH/b.958147/k.4979/Getting_to_the_Heart_of_Conflict.htm
  • Halverstadt, F. Hugh (1991). Managing Church Conflict. (Westminster/John Knox Press)
  • Poirier, Alfred. (2006) The Peace Making Pastor: A biblical Guide to resolving Church Conflict (Baker Books)
references1
REFERENCES
  • Shawchuck, Norman. (2003) How to Manage Conflict in the Church: Conflict Interventions and Resources. Vol. 1 (Spiritual Growth Resources)
  • Shawchuck, Norman. (2003) How to Manage Conflict in the Church: Conflict Interventions and Resources. Vol. 2 (Spiritual Growth Resources)
  • Dues, Michael. (2010) The Art of Conflict Management: Achieving Solutions for Life, Work and Beyond (The Teaching Company)
  • Baker, John. (1998) Celebrate Recovery Leader’s Guide (Zondervan)