I recently began consulting with three seminary faculties that have gone through significant changes and crises in the past three years. These crises involved retirements, staff sexual misconduct, building programs, faculty-administration conflicts, curriculum changes and financial strains. In addition, personal tragedies had affected staff relationships by deepening both personal and corporate pain. In one case, conflict led leaders to make decisions without consulting staff or faculty groups. When those decisions directly affected individual lives and eliminated jobs, friendships were tested. Antagonism became overt, with organized anger focused on leaders.