Churches

in Chaos

Thomas Fischer
 The contents of this booklet are adapted from articles on organizational chaos written by
Thomas F. Fischer, originally stored at genesis.acu.edu but no longer found there.

The concepts and characteristics described here can be used by the people of God in MICC
to recognize areas of personal and corporate chaos and sin from which we can gladly repent
and run to our heavenly father for restoration, strengthening, health and healing.
This is especially applicable to our series of Sunday studies in Paul’s letter to Titus.

May He graciously lead us to a place of order, discipline and healing for His own name’s sake.
 Churches in Chaos
STRAIGHTENING THE CROOKED, ORDERING THE DISORDERED
This is why I left you in Crete, so that you might put what remained into order…
TITUS 1:5

1. Abusive Relationships
Abusive relationships are found when the church (or parts of it) seek a scapegoat (an
individual or a group) designated to suffer pain for others or the organization. Anyone
who chooses not to share in the scapegoating will also be scapegoated, and/or face severe
consequences (e.g. rejection, blame, physical and/or emotional abuse, censure, et al.) for
rejection of that role. Churches in chaos tenaciously maintain the scapegoat role, for
without it, they would be unable to project their chaos on others but would have to bear
the pain of the sin and chaos themselves.

2. Petty Perfectionism
This goes beyond merely seeking excellence. Instead, it is a controlling tactic by which
individuals or groups replace a healthy sense of relational trust and spontaneity with a
legalistic, ove r - zealous, destru c t i ve focus on minute defects of others, their leadership
styles, organizational rules and procedures etc.
Mercilessly drawing attention to otherwise irrelevant minutiae, it directs energy from
focusing on the big picture to an over-attention to details. Bureaucracy-perpetuating
constitutions, detailed bylaws, and detailed policies and are all part of a chaotic church’s
on-going prescription for aggravated conflict as they simply provide more ammunition
for those who wish to enforce their one perfect way of operation.

3. Rigidity
Rigidity, like Perfectionism, relies on unbending rules and strict adherence to various
“o b j e c t i ve” standards (Constitutions, Policies, doctrines, supposed denominational dic-
tates, the “right” way). The main purpose of the bureaucracy (formal or informal) is to
enforce and enlarge control over others while squashing spontaneity and risk taking. No
surprises are allowed—though those in control or seeking control may instantaneously and
repeatedly change any direction without warning. However, those being controlled must
still do everything their “right” way, adhering even to the unwritten or unannounced rules.
2 CHURCHES IN CHAOS

4. Sabotage and Silence

People don’t speak up at appropriate times in appropriate situations with the appropriate
people. This can result in congregational decisions that are approved, yet later are resis-
ted, undermined, or ignored. This can deeply sabotage and discourage the church and
also activates further chaos.

5. Religious Repression
The church in chaos has unspoken rules that it is not “Christian” to express feelings of
disagreement, dissent, or anger. Instead, one must hide how one really feels or suffer crit-
icism for their open expression of emotions. Instead of expressing feelings, feelings must
be hidden. Result: Repression often will ultimately be released in episodes (or series of
episodes) of uncontrollable anger and hostility.

6. Rationalization and Denial

Groups or individuals will re-write history, or re-work truth and reality to fit their dis-
torted view of situations, individuals, and other groups.

7. Triangulation
Triangulation is using “go-betweens” to communicate indirectly with other parties.
Results: Unsuspecting, but sympathetic message-bearers become entangled in an
unwanted destructive web of blame, anger, and miscommunication. In such a chaotic
situation, many will become uncomfortable with their roles and jump ship.

8. Double Messages
Such duplicity or “two-faced” aspect is exemplified by people whose actions always have
an opposite “flip side.” Some examples: “I care/get lost;” “I love you/don’t bother me;” “I
need you/You’re in my way,” “Yes, I accept you just as you are/Why don’t you change!”

9) Lack Of Fun / Anti-Spontaneity

Chaotic churches have to keep a tight grip; they can’t loosen up, let go, play and have
fun. Being overly serious, humor will be seen an un- “unrighteous” and “undignified”
church activity. When play is attempted, people get hurt—the deep wounds experienced
endure for decades as warnings to others to avoid use of fun humor. Any humor that is
used is used to hurt (e.g. “low blow,” sarcasm, humiliation, double messages, etc.)

10. Martyrdom
In the church in chaos, there is often a high tolerance by individuals or groups to bear
abuse, pain, and make extreme sacrifice for the organization. No real atmosphere or
 Thomas Fischer 3

o p p o rtunities exist in the organization for expressing pain, loss and providing healing
mechanisms. Designated martyrs are made to feel “deserving” of their pain.

11. Entanglement: The Small-Town Gossip Syndrome

This is the situation where everyone strives behind the scenes to know everyone else’s
business. Since the communication is indirect, the information is rarely accurate, rele-
vant, timely or constructively directed.

12. “We Care” Syndrome

An extension of the double messages mentioned above, individuals and churches in
chaos will often claim to care but, when given opportunity to assist, have other “priori-
ties and needs” which will cause presented needs to go unmet on a regular basis.

13. Elevation of Disqualified or Unqualified Leaders

When certain attention-seeking individuals can’t find attention in their family, job, or
elsewhere, the chaotic church becomes a convenient—and easy—place for such “atten-
tion addicts” to get their attention by becoming a Chairman of a congregational group.
By not saying “no” to such incompetents, the church slides deeper into the vortex, suc-
cumbing to an inordinate amount of incompetence, incomplete tasks, and other types of
associated narcissistic fallout.

14. Inability to Grasp a Positive Vision

Those entrenched in perfectionism, pro c e d u res, victimization and control will be too
p re-occupied to deal with positive things such as present and future organizational
vision. Instead, there’s a self-defeating zealous preoccupation with the past and present
which leaves no possibility for making intentional plans for a positive future and hope.

15. The Chaotic Church and its Expectations of the Pastor

The general disrespect for the pastoral office, testified by an on-going succession of
short-tenured pastors often indicates that either one or both (counterintuitively) of the
following symptoms of chaos are present and operative in the given congregation.

a) Clerical Reductionism
Clerical reductionism is when a pastor is stripped of all appropriate authority. Instead of
being encouraged and supported to carry out his ministry to the fullest appro p r i a t e
extent, chaotic churches minimize the expectations of the pastor.
His activities are monitored in a legalistic manner with a clear intent to control—and
limit—proper pastoral authority. Common monitored items may include the number
4 CHURCHES IN CHAOS

and types of pastoral visits, whether various congregational policies are precisely followed
by the pastor in eve ry respect, limiting the pastor’s “voice” in congregational affairs
including those which are specifically pastoral responsibilities, micro-managing church
office expenses, etc.

b) Clerical Expansionism
On the other hand, some passive congregations in chaos will compensate for their pas-
sivity by placing on the pastor the expectation to carry out all the responsibilities and
functions of the ministry single-handedly. In these deeply chaotic situations, the preach-
er becomes more than just a preacher.
So, he becomes the janitor, Sunday School Superintendent, Music Director, Chairman
of all boards and fellowship activities. He is the initiator and coordinator of every new
ministry activity, and designated doer of everything in the church as others passive l y
watch and pass judgment on his performance. Pa s t o r s’ wives often are enmeshed
unawares and/or unwillingly into this unhealthy “expansive” view of the pastoral office.
Young pastors and their spouses fresh out of seminary, as well as pastors who start a
ministry in a new location, are especially vulnerable to this chaotic clerical expansionism.

Of Course...
Certainly such out-of-control churches are in deep chaos, nevertheless every church has
some of the above dynamics to one degree or another. However, the greater the number
and intensity of the dynamics, the greater the degree to which the church can be charac-
terized as chaotic and also will characterized by conflict.
Often, the sad and final result is the increased likelihood that this church will resist
changes, it will attack pastors and their well-intended ministries. It may also (actively or
passively) block other attempts and programs designed to bring order out of chaos.

What Can You Do?

If the congregation you serve shows the above characteristics, the ministry can, at times,
be a frustrating experience. However, if the pastor is aware of the factors of congrega-
tional chaos, he may be able to keep his head above water and provide valuable, healthy,
proactive leadership to address these marks of chaos. Here’s a few suggestions:

1. Recognize that the Chaos is the Congregation’s Chaos

These sinful and chaotic patterns existed long before you [the pastor] arrived. It isn’t
your fault. But you may be God’s chosen instrument to address the chaos, straighten the
things that are crooked, complete what is unfinished and be an agent to bring the con-
gregation to real healing which only God can give.
 Thomas Fischer 5

2. Clarify Biblical Teachings on the Pastoral Office

Since it may be perceived as a conflict of interest to do so yourself, you may invite a
trusted outside speaker to preach on the office of the ministry, what it does, and its rela-
tionship to the church. Clearly discuss the points you would like discussed in the ser-
mon (or sermon series) with this speaker so that he can be of maximum assistance to set
forth a positive, scriptural vision for ministry.

3. Promote the Scriptural Understanding of Lay Ministry

Emphasize the important role of the people in their ministerial capacity to work along-
side the pastor under his oversight. Ephesians 4 is especially good for this. Simply rein-
force the key concepts which Paul mentioned which make for a healthy Body of Christ.

4. Expect Conflict
Passive congregational members, like many adolescents, will do anything to resist respon-
sibility, including attack the one urging the responsibility. That’s OK. After all, didn’t Paul
say that one should not desire to be an overseer unless he could manage his family well?
Now you know why! But, without conflict, there is no renewal. Expect conflict… but you
can also expect God’s promise of unparalleled renewal to result from the experience.

5. Continually Encourage People to Make a

Positive, Significant Difference for the Lord.
Besides prayer and the other suggestions above, this is perhaps the most positive, min-
istry-impacting strategy leaders can use to slowly transform the disordered and chaotic
congregation. Share it with visitors, new members, current leaders, and the entire con-
g regation. Encourage them to make a difference then let them do it—and watch the
Lord restore order, strength, health and joy to the church and her ministries!
MUNICH INTERNATIONAL COMMUNITY CHURCH
Steve Henderson, Pastor • steve@munichurch.de • www.munichurch.de

Sunday Worship Services at 4:00 pm

Mozartstr. 12 • 80336 München
( i n t h e F r e i e E va ng e l i s c h e G e m e i n de )
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