How to deal with a hijacking.
I haven't heard of a church that hasn't experienced a hijacking, even if it was only in the formative years of the fellowship or congregation. One congregation I was with pulled volunteers to run the inner workings of the church-- the professional work-- and then felt compelled to do what that small group of people wanted to do instead of what might've been best for the health and growth of the congregation. Another church was highjacked by an individual who'd been around since the conception of the church and a lot of its traditions, and felt that he was placed there to make sure nothing changed.
Now, I'm not saying that change or lack of it is good or bad. It can be healthy, or it can be extremely divisive. However, if we're to be functioning congregations, we need to make decisions that effect the culture of a church as a group, not according to one individual-- or even a small group of them. Let's say someone's hindering progress in your spiritual home-- how do you deal with it?
1. Set professional parameters. A church is a funny structure-- even though it's a spiritual and deeply personal part of our lives, there is business to be done within it to make sure we are affirming and welcoming to anyone inside. Hijacking-- by anyone-- bogs down business with personal drama, and no one needs that. So, develop a Vision (generally, what do we want this church to be?), Programs (What specific... well, programs do you want?), Mission (Why do we want these things?), and a Covenant for group work (clear communication? Discuss [not argue] issues, not personalities? so on). Once you have these, stick to them-- they'll come in handy when you encounter bumps and hiccups, and remind you why you're inspired to do work in your church... even when the going gets tough.
2. Set personal standards. You had a plan with the vision and mission-- now determine how you're going to stick to them and communicate them. This is up to you, and you alone-- but just like other people shouldn't hold you to their standards, don't do it to other people. You know, the whole double standard thing stinks. Don't back down from your own.
2.a. Set personal standards, and know what you can handle. Please, please please please don't look at the phrase "know what you can handle" and see it as an endurance test. It's not. It's simply saying-- if you see a hijacking in your congregation, let the people who are directly involved handle the situation. If you're a congregant who enjoys listening to the music in the choir (but are not involved in the music program), and the pianist is threatening to resign, don't get involved. This is between the pianist, the music director, and the music director's supervisor. Getting involved and feeding information to anyone could make the situation worse since it doesn't promote direct, open and honest communication between the people involved.
3. Discuss within these boundaries-- but be civil about it. Being civil isn't being nice. It's communicating the message in a way that gets the point across without being hostile. Hostility's not only found in your words-- it's also found in the way you approach the matter. Handle it one on one, one person at a time-- any more would be seen as confrontational, and would bog down getting to the core of the issue. Stick to your standards for communicating, and don't get sucked into their plans, intentions, and emotionality. Hear what they're trying to say (the underlying message) instead of what they're saying. Be direct, and talk only with issues that directly effect them.
4. Worse comes to worst, don't be afraid to ask for neutral help. Let's say you've talked with the person who's holding a program or project hostage (you, of course, being directly effected by their decision, right?), and it's not a good discussion. Like, rock bottom, "Either you do this, or I take my program with me" not good. These things will happen. Don't panic, but do ask for help from a neutral party who can hear all sides of the story and figure out the best course of action. In some cases, the best course might actually be to allow this person to leave the position of influence. In other cases, a contract or agreement might be in line.
In short-- stick to your guns! There's a reason you do what you do, and there's a reason you want to be in community with those in your congregation. Don't let someone who takes control of a program determine the needs of your church-- work with them to make sure their needs are met as well, and that the progress of the church towards its vision isn't hindered.