Introduction to Quakerly conflict

Sources of conflict

Two examples of potential sources of conflict surfaced as a recurrent theme in the fieldwork, the first being the tension implicit in the various interpretations of Quaker symbols and heritage. For example, although Quaker discourse has historically been couched in Christian terms, Quaker belief currently accepts a wide degree of theological ambiguity, provoking concern amongst some that the traditional Christian form of the community is being undermined. The second source of conflict relates to the Society’s structural organisation. There is a tension in the relationship of the local Meetings for Worship to the overall organisational structure; in certain instances it surfaces in the attitudes of more locally oriented members towards the moral authority of the decisions taken in Business Meetings. Both these areas of tension are related to the specific cultural context of the Quaker community – although Quakers stress the personal aspects of spiritual understanding, the testing of it, and its practice, are communal. Thus, individual belief is supported by the ideals and practice adhered to by the whole community and upheld by the organisational structures. The ethos of unity this invokes strongly discourages the expression of dissent, contradicting in some respects the freedom and lack of structure that the ability to explore individual beliefs appears to represent.

Invisible boundaries

The relationship between different levels of individual involvement in building and maintaining these support structures sometimes results in a veiled tension between members and ‘attenders’ (non- members who participate in local Meetings for Worship). The emphasis on equality means the distinction is subdued during the Meetings for Worship, but it is manifest in other areas: for example, the construction of what it means to be a Quaker takes place not only through the internalisation of its testimonies (or guiding principles), but also through participation in Business Meetings. Attenders are absent from Business Meetings, which means they do not partake in building and developing a communal identity through a process involving discipline, focused listening and a commitment to unity. A definite boundary is crossed when the attender becomes a member. Where there are boundaries, there is the potential for conflict. Tensions, therefore, surface around the issue of participation, with some members feeling that attenders are drain on resources, as they do not and cannot form part of the community’s support structures…

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