Guidelines for Transition Teams - The United Church of Canada

Recognize and Deal With Resistance
In its mandate to bring about change, a Transition Team has considerable power and its actions, even
if exercised with the greatest care, may antagonize some people. Also, the team will likely surface
some unpopular issues, for example, by calling hidden agendas out of the closet or opening old
wounds. Even the most sensitive handling of such issues will not avoid some opposition.
People show resistance in different ways. One is to scapegoat—to blame someone or something in
order to divert attention away from the real pain—and both the Transition Team and the minister
may find themselves the targets. Other types of resistance are shown when influential people in the
congregation simply fade into the background for the duration of the interim period, only to reemerge
and reassert their opinions after it ends, or when a former minister or patriarch or matriarch
of the congregation uses old alliances to undermine the credibility of the Transition Team. Though
they no longer hold formal leadership positions, these folks may still wield considerable influence.
Transition Team members need to be alert to evidence of resistance, identify the perpetrators, and
address the causes. Notice who does not participate in the interim discussions or meetings. Be aware
of rumours and take note of parking lot conversations. Watch for subtle or not-so-subtle attempts to
divide members of the Transition Team or to influence team members against the Interim Minister.
The Transition Team can use different approaches to deal with people who would undermine
the congregation’s work. It may be possible to engage the individuals directly to try to gain their
understanding and support. On the other hand, it may be necessary to develop strategies to defuse
their opposition or neutralize their influence. Presbytery can be called to help when an ex-clergy
person appears to be working against the team. Whatever the case, the team must do its work in
ways that are transparent, invitational, and energizing. Frequent and clear communication to the
whole congregation about the transition work can do much to offset the power of resistance.
Dealing with and clearing resistance when it occurs releases energy for growth, but such work is
difficult and may create anxiety in the team itself. Openly discussing frustrations helps keep alive
the trust members have developed with each other. Pausing for prayer helps keep everyone centred
spiritually. Taking time to keep the team healthy is vital to the team’s ability to convey messages of
hope and renewal to the congregation. The congregation will quickly sense the team’s energetic tone,
whether positive or negative. In the final analysis, it will be the Transition Team’s faithful caring and
encouragement that will keep Spirit moving in the congregation.
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