| Summary: | The introduction of mixed generations in the church has resulted in age related differences in
worldviews that have eventually amounted to conflicts in the church branch. This research
surfaces the underpinning structures of these age related conflicts and the emerging leadership
dynamics by looking at the individual, organisational and societal levels of analysis of a church
branch. The main objective was to sensitise the church on these issues in order to carefully
manage the consequences. This research was undertaken as a case study at the Umlazi branch of
the African Gospel Church, a SADEC Pentecostal church founded in the 1940s in Durban. This
church subscribes religiously to the founders identity, such that the church has been at conflict as
the older church members supported the traditionalist agenda whilst the youth were very
contemporary in the interpretation of their needs and expectations from the church.
As a practitioner researcher I adopted a critical systems approach at meta-methodological level,
where I used a repertoire of methods to critically intervene and expose the complexities that exist
in this church context. I followed Soft Systems Methodology (SSM) as a dominant method of
intervention as it exposed a rich picture of the situation and Critical Systems Heuristics for
boundary critique. The empirical tools of research were questionnaires, open ended interviews
and focus group discussions.
The research revealed that age related conflicts were mere manifestations of a problem that is
deeply rooted in the doctrines and the ecclesiastic teachings of the church, thus implying that the
church has elevated its legacy to a level higher than the generic doctrine of the gospel. This
situation has resulted in the youth being powerless and rejecting the church system as they argue
that the times have shifted and the church has to reflect this change. The characteristics of this
church are such that leaders and pastors are generally appointed at old age, thus leaders subscribe
to the traditionalist agenda by default.
I have not as yet reverted to the branch to close the SSM loop, where we would have discussed the
possible solutions for implementation. I believe a further intervention would be necessary as the
findings suggest that there are deeper tensions than I had anticipated. Thus, in the tradition of
Critical Systems Practice, I would need to go into a further reflexive and creative mode to plan a
next step. Due to the limitations of time and understanding the restraints of a short dissertation I
have not done this. This research, however, managed to fulfil its objective by exposing the issues
of concern and possible approaches of addressing them from a theoretical framework. An
ecclesiastical discourse to address leadership competency, change management and
intergenerational activities would need to be given special attention as a recommendation. === Thesis (M.Com.)-University of KwaZulu-Natal, 2009.
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