 Social Identity, Conflict Management, Religion and a Building: Peaks and Valleys in the Life of a Large Christian ChurchR. Arnold and Cheryl R. Anderson South Asian Journal of Business and Management Cases, 2013, vol. 2, issue 2, 245-252 Abstract: A large Christian church experienced organizational behaviour issues over a period of approximately 13 years. Growth issues forced the church to evaluate purchase of another property in anticipation of relocating the congregation to a new facility. Church membership plummeted from over 3,000 members to approximately 2,000 members. Strife continued after land and a temporary classroom/chapel/office building were purchased. A new congregation with no psychological or physical relationship to the initial campus developed, with few shared activities or responsibilities. The financial burden borne by the membership because of the new facility further stretched both the pocketbooks and the faith of the members at the home campus that the purchase had even been a good idea. Lack of expertise in managing cognitive conflict to create positive tension and extract differing viewpoints that might uncover innovative solutions to the problem and no conscious thought to curtailing affective conflict that demoralizes, encourages distrust and undermines the solidarity of the group caused a situation that quickly became runaway dissention. Keywords: Conflict management; minority dissent; social identify; authentic leaders; mission mirroring (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:sae:sajbmc:v:2:y:2013:i:2:p:245-252 Access Statistics for this article More articles in South Asian Journal of Business and Management Cases |
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