Appendix C: Ministry Experience Reports (Example 1)

[Example 2]

Background Information

Three years ago I received a telephone call at 11:00 p.m. The voice on the other end asked if my wife and I were willing to make a quick career move due to my company's needs. "You have 48 hours to decide—you're our choice, Bill as this could well be a difficult assignment, given the circumstances. We need you in Washington." At 7:00 a.m. the next morning, another call, this time with "We need you to drive into the home office today. We need your decision today."

And so we came to Washington—under urgent problematic conditions, without any true knowledge of the career impact this move would have. While we found most of the situation agreeable and the people involved professional and willing to adapt to this abrupt change, we were ill–prepared for some of the latent problems to be encountered.

Changes in management are seldom totally palatable for those being managed. Differences in age, style, philosophy, technique, and values contribute to feelings of being threatened on the part of many employees. There is often a real trauma.

Specifically, the inherited office staff, while being promoted as a "workable team," proved to be a true three-year source of concern, tension, and frustration. Staff personnel in our business are very important in relation to our efficiency and effectiveness, not to mention to our public relations.

One month before my arrival, our second staff member resigned due to her pregnancy and her husband's relocation assignment. My predecessor and co-manager conducted a 20-minute interview and announced our "new gal." Ugh! I had absolutely no selection input!

Our office manager, also newly promoted by my co-manager, was not skilled enough for this position, but was offered a raise and promotion as a "reward" for several years in the organization.

Two months later my co-manager died. Being in a new environment, with a torrid transition and a staff I was not wholly comfortable with, I realized just how tough an assignment I had accepted.

Over the past three years I have dealt with numerous situations that involved staff—personality conflicts, book-work problems, and others. I employed a number of avenues to resolve these problems: outside consultants, internal consultants, a psychologist, group training, individual conferences, and finally, probation.

A few months ago I finally released my last staff member and hired two new people to replace the office manager and our other "new gal."

Dialogue

Bill: After much evaluation and repeated attempts to resolve matters/concerns/ problems earlier documented, I have made a decision to release you from our organization.

Staff: I can't believe this, Bill. We've worked hard for you!

Bill: True. You have, but what we need—what I've stressed—is efficiency and effectiveness. Harder isn't always better.

Staff: What else do you expect? You're just not very understanding of our workload.

Bill: We agreed, for example, that several new computer systems would enhance our efforts. That was over eight months ago and they're still not being used.

Staff: But Bill, we're too busy to learn this stuff.

Bill: Yes, but we've designated time on the job to allocate for the learning time needed. Plus, you have a computer at home you said you could learn on.

The Dynamic Reflection

The basic difference appeared to be in the philosophy of how an office should be run (automated) and what role the staff plays. The staff saw computerization (one element of many disputes) as an unnecessary annoyance. I saw it as a necessity to enhance our operation. Communication and understanding are also key factors.

Theological Reflection/Self-Critical Appraisal

I terminated my inherited staff. The guilt, concern, and frustration I have experienced have caused me a lot of "down time." The issue, I suppose, is one of treating men and women fairly. "Roles" complicate this tremendously.

The decision to terminate the staff was my last resolve. Christ teaches us to turn the other cheek, to understand, to compromise, to be kind and forgiving. My prolonged experience with this staff caused me to lose perspective on my Christian commitments. While I made many efforts to resolve the problems, none worked to my satisfaction.

Does Christianity so complicate my decisiveness that I tolerate unacceptable behavior from others? Does my faith wobble when I need it most in the work place? Does this type of situation warrant calling upon my faith or is this type of daily situation outside of my faith?

The anguish I have experienced is very real. I guess my frustration is in myself for not being able to help my staff overcome or implement the changes of automation and to understand the need for change.

Somewhere, religious beliefs and trust in our beliefs must guide us both in behavior and thought. And where does faith help us resolve these types of situations—within ourselves and with others?