Doctrinal Compromise: Flexibility of Conceptual Landscape among Nahdliyin and Muhammadiyah Members in Gorontalo, Indonesia

Muhammad Rusli and Arfan Nusi

Published: 2025/06/01

Abstract

Muhammadiyah and Nahdlatul Ulama (NU), Indonesia’s two largest Islamic organizations, show a flexible conceptual landscape in Gorontalo. This study explores how members of Muhammadiyah and NU engage in doctrinal compromise within religious and intellectual social spaces. It focuses on three main issues: (a) the forms of doctrinal compromise in religious thought, (b) the factors that lead members to adopt elements of the other group’s perspectives, and (c) the implications of this compromise for the religious thought of both groups. Using a qualitative phenomenological approach, the study collected primary and secondary data through interviews with Muhammadiyah and NU members, supported by document analysis. The data were analyzed through classification and thematic coding. The findings reveal three key points. First, there is clear doctrinal flexibility in religious practices. Members of Muhammadiyah have adopted NU rituals, and NU members have done the same with Muhammadiyah practices, often without stigma. Second, mutual respect and the desire for social harmony encourage individuals from both groups to incorporate aspects of the other’s ideology, especially in areas where one group is a minority. Third, this blending of practices and ideas has softened the traditionally rigid theological and ideological lines between the two groups, leading to greater harmony, adaptability, and a shared sense of brotherhood. In conclusion, the doctrinal compromise between Muhammadiyah and NU members in Gorontalo reflects a pragmatic approach to coexistence. It emphasizes unity over strict dogmatic adherence, reduces conflict, and suggests that theological truth is not determined by majority or popularity. Maintaining this peaceful coexistence will depend on continuing to build mutual understanding and upholding the inclusive values of Islam within both organizations.

Cite this paper   Download PDF