Case study: When trust erodes

     Your friend Sarah comes to you with a question:
     "What is the appropriate course of action to take when you've come to feel that your pastor is manipulative and even almost deceptive?"

Here is Sarah's story:

     I come from a church in Texas. In just the last four years, our pastor has hired and fired four different associates. Each time he asked one of them to resign, he has told that person that he'd make things very difficult if he or she said anything negative about him. So, until much later, the church had no idea of the real reasons these associates left. We want to be fair in judging him, but he doesn't cut his associates any slack. So, we're not sure why we should give him the benefit of the doubt.
     His people skills don't seem very good. He has treated the youth group as unimportant. He has run off several church members. As a result, attendance has dropped 25%, from 400 to 300.
     I know that, generally, pastors are overworked and underpaid. I know that many of them bear the weight of unrealistic expectations. However, our pastor seems too often willing to take the shortcut of bending the truth if the objective is noble. For instance, he reports people who transfer in from other churches as "new Christians." To me, that's being deceptive. It doesn't give an accurate picture of what's happening to either the members of the local church or to our denominational leaders. Those kinds of things have eroded trust in him.
     Though our church continues to decay, the board seems unwilling to make any kind of move. Some say they want him gone, but they seem content to just wait out the situation. Their feeling seems to be: "It's our church, not his, and eventually, he will leave."
     Complicating the scenario is the fact that the pastor and the district superintendent seem to be really good friends. On top of that, our district superintendent seems to see himself primarily as a "peacemaker." So, when he really needs to forcefully intervene in a situation, he doesn't demonstrate good interventionist skills. Those who've tried to talk to the superintendent about problems related to our pastor have simply been told that this is an issue for the local church board. I know that is technically true within our governmental policy, but aren't there times when the district superintendent needs to lead?
     One fortunate thing I guess is that there are some people in the church who are oblivious to the problems. And, although our town isn't real large (35,000 population), there's no gossip going around about him yet.
     There has to be some point where our congregation must change direction and move on. How do we know if we're at that point? If we are there, what do we do now?

What do you say to Sarah? She's not on the church board. What course of action should she pursue?

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Howard Culbertson, 5901 NW 81st, Oklahoma City, OK 73132  |  Phone: 405-740-4149 - Fax: 405-491-6658
Copyright © 2002 - Last Updated: January 8, 2015 | URL: http://home.snu.edu/~hculbert/deceit.htm

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Article by Howard Culbertson. For more original content like this, visit: http://home.snu.edu/~hculbert