Abstract Issue 43.6 of the Review for Religious, November/December 1984. ; General Government and Leadership The Benedictine Prayer of Beauty A°n Annotation 19 Retreat Experience Volume 43 Number 6 Nov./Dec., 1984 R~-:v~l~v,' l:or R~!~.~(;~otJs (ISSN 0034-639X). published every two months, is edited in collaboration with the faculty members of the Department of Theological Studies of St. Louis University. The editorial offices are located at Room 428:3601 Lindell Blvd.: St. Louis. MO 63108. Rt.'.v~;w ~:or R~.~(~otJs is owned by the Missouri Province Educational Institute of the Society of Jesus. St. Louis. MO. © 1984 by Rev~w ~:or R~.~(~otJS. Composed. printed and manufactured in U.S.A. Second class postage paid at St. Louis. MO. Single copies: $2.50. Subscription U.S.A. $10.00 a year: $19.00 for two years. Other countries: add $2.00 per year (postage). For subscription orders or change of address, write R~,vl~:w voR R~:H(;~ol~s: P.O. Box 6070; Duluth, MN 55806. Daniel F. X. Meenan, S.J. Dolores Greeley, R.S.M. iris Ann Ledden, S.S.N.D. Joseph F. Gallen, S.J. Jean Read Editor Associate Editor Review Editor Questions and Answers Editor Assistant Editor Nov./Dec. 1984 Volume 43 Nttmber 6 Manuscripts, books for review and correspondence with the editor should be sent to REw~:w I.oR Rl-:lol(;~otJs; Room 428; 3601 Lindell Blvd.; St. Louis, MO 63108. Queslions for answering should be sent to Joseph F'. Gallen, S.J.; Jesuit Community; St. Joseph's University; City Avenue at 54th St.; Philadelphia, PA 19131. Back issues and reprints should be ordered from REWEW I-'OU R~.:t.tGious; Room 428; 3601 Lindell Blvd.; SI. Louis, MO 63108. "Out of print" issues and articles not published as reprints are available from University Microfilms International; 300 N. Zeeb Rd.; Ann Arbor, MI 48106. The Spiritual Exercises and Preferential Love for the Poor Peter-Hans Kolvenbach, S.J. Father Kolvenbach was elected General Superior of the Society of J~sus in September, 1983. This article is based on an address he delivered, on February 7, 1984, to the "VII Ignafian Course." an annual program of study/reflection sponsored by Rome's Centrum Ignatianum Spiritualitatis, and was first published in its bulletin, CIS: Vol. XV. no. I (1984), pp. 77-90. Fathgr Kolvenbach, as well as the Center, may be addressed at: C.P. 6139:00195 Roma, Italy. lain very pleased to be here this evening to offer my contribution to the VII Ignatian Course. Not being a specialist, what I shall share with you will be a simple meditation on a theme that is both relevant and important: the link between the Spiritual Exercises and' our preferential love for the poor. Clearly, if not necessarily dramatically, a preferential love for the poor~is contained in the spirituality of the Spiritual Exercises. We find, for example, in the section entitled "Mysteries of the Life of Our Lord"---a text in which the personal comments of Ignatius are rare and thus all the more significant--that a preferential love for th~ poor finds indirect expression in Ignatius' emphatic reference to the situation Of those chosen to be apostles; that they were men "of humble condition" [275]. Likewise the only discourse Iogion explicitly offered for contemplation in the course of the Exercises i.s the Sermon on the Mount, which in the text'begins with.the beatitude concerning the poor [278]. Ignatius also comments that, while Jesus overturned the tables and scattered the money of the wealthy money-changers, "to the poor vendors of d6ves he spoke kindly" [277], asking them'to respect the prayerful purpose of the temple, his Father's house. But these references evidence only an indirect connection with our theme, .the preferential love of the poor. "Rules for the Distribution of Aims": A Forgotten Text There is to be found in the Exercises, however, a much mor6 direct 801 1~09 / Review for Religious, Nov.-Dec:. 1984 connection between the spiritual urge to follow the Lord and the help that must be offered to the poor. The classic means of giving assistance to the poor had always.been alms-giving. And it is in the treatment of this subject that we shall find the most explicit link between the spirituality of the Exercises and an effective love for the poor, in an oft-forgotten section of the text entitled: "Rules for the Distri-bution of Aimsr' [337-344]. Why has this passage been so often forgotten? Above all because of the very concrete and specific application it makes to a single situation. In fact, ~he document is explicitly addressed to almoners, those who by virtue of their office are supposed to look after the poor, to clerics who practiced charity as their .function. Thus the tone of the text is very. clerical, very priestly. But despite the text's heavy emphasis on ~institutionalism with its many references to ministry, condition, office and function, Ignatius also points to Christ the high priest as the one who is the model and norm for all charitable activity. This particular reference to Christ the high priest [344] expands the horizon of an otherwise purely clerical document, calling every Christian to become a sharer in Christ's ministry through the exercise of almsgiving. In fact, in this document Ignatius takes the office of almoner for granted thus also implic-itly recognizing that not every Christian is called to the direct and immediate exercise of this task in regard to the poor nevertheless he exhorts almoners not to be content to work as mere functionaries, but to be inspi~red by the ministry on behalf of the poor that was exercised by Christ himself. Such an attitude ought to be t.he concern of every Christian without exception, each according to his vocation and state of life. Ig0atius, then, clearly intends this document directly, for a specific group of persons, At.the same time, however, he makes it clear that all Christians ought to have a special bond with the poor. There is another reason why this document is so often overlooked. It is the fact that the practice of aim sgiving no longer has today the honored p lace that this preeminent exercise of charity had in the time of Ignatius. In an older economic order it was principally by means of alms that the good will of the rich helped to correct excessive social inequality--th6ugh of course in a very imperfect.way. Saint Francis. the poor man of Assisi. had his brethren pray every day so that. thanks to therich, they could continue to be poor. Modern persons, however, even if they be poor. are no longer willing to be under anv kind of demeaning economic dependency. They expect and demand to receive from the state the means of a suitable livelihood as their right, not as something subject tb arbitrary distribution, nor dependent upon the mere '~good will" of the "good rich"--an attitude that is the very opposite of what is involved in the practice of almsgiving. Too. the modern untrammeled esteem for the value of work tends to bring almsgiving into disfavor, not just because ¯ the practice is seen as an affront to human dignity, but also because it could so easily,,encourage idleness and sloth. Preferential Love for the Poor / 803 Ignatius and Help for the Poor in his day Ignatius had to face squarely this problem of helping the poor. When in 1535, hating just finished his studies in Paris. he was resting in his native air of Azpeitia. he found himself perforce involved in the overall spiritual renewal of the townspeople. The reform of, charitable works in the area could not but form a part of this general program of renewal. F~r Ignatius. there was a self-evident connection between the two. o On the one hand (and this was to be true of him later in Rome)~ Ignatius did not want to see the poor obliged to beg: all must 'simply be helped according to their need. On the other hand he positively ,encouraged-that all alms from whatever source, whether civic authorities,~'the clergy or the laity, be given to the official almoners (see MI Fontes Docum. 88: De Azpeitiaepaupe-ribus sublevandis: 1535-1542: MI Epp L 161-165, addre~s.ed tO the townspeople of Azpeitia). To avoid abuses, then. the poor ought not to have to seek alms or beg. Rather, the almoners should receive alms to be distributed to the poor. not in their own names, but "for the love of God" (MI Epp Xll, 656: lnsfruction of November, 1554). ~' In reflecting on the m, eamng of this text. there is another facet that is important for understanding the spirituality of the Exercises. It consists in.the fact that for Ignatius himself the significance of aims had gradually taken on differing forms and purposes over the years. The "pilgrim" who in 1523 had wandered about the alleyways of Venice was a solitary mendicant who lived exclusively from alms. But the "companion" who in ! 537 lodged with some of his friends in a Venetian hospice for the poor. and who wished "to preach in poverty." also sought alms for the sake of being able "to help the poor." Heno longer sought alms only for himself, but also in order to help others. From 1540 on. Ignatius the "founder" gradually came to establish two coexisting but radically different regimens of community poverty for the na-scent Society of Jesus. without ever confusing them either in. theory (a relatively easy matter) or in practice (always a more delicate affair). In terms of. this twofold approach to ~community poverty, the "formed fathers." those whose training and incorporation into the Society were complete, would continue to live only from alms. while the colleges for the training of scholastics were tO have stable and~secure incomes in order to respond better to what the Church desired of them. Only in cases of extreme necessity wouM the seeking of alms become the last resort for the colleges, and then all the companions withoul exception would be "ready to beg from door to door" to meet the need. This is still our rule today. Material and Spiritual Poverty Once the "Roman" and "German" colleges had been started in 1550, Ignatius did all in his power to Search out suffi(ient and stable sources ofalms~ what we might call in the parlance of today's economy, "to establish founda- 1~04 / Review f~r Religious, Nov.-Dec., 1984 ¯ tions." However he was able to find nobody willing to give money liberally: neither princes, nor civic authorities, nor bishops. Even in those days, it seems, money was being squandered on wars--often in the name of religion. In fact Ignatius once wrgte: "After spending so much on material arms to support religionin Germany, it wouldnot be too great a burden if the emperor spared something for spiritual arms which could more effectively gain what is intended" (14 Sept., 1555, to Francis Borgia: MI Epp IX, 614). Considerable sums were being sought and here one sees a further devel-opment in the Ignatian concept of poverty, for these funds were being sought no longer for the sake of those who were economically poor, but for the formation of future priests who were called to help the spiritually poor. The Ignatius who dreamed in 1522 of living off alms alone, like the Egyptian hermit, Onophrius, thirty years later came to discover "God in all things," even in "Egypt"--his expression for the "business dealings" connected with almsgiving that were so necessary to meet the Church's needs. In his spiritual pilgrimage, Ignatius learned to take se.,riously the admoni-tion of the Lord: "He who does not gather with me, scatters" (Lk 1 !:23). For him, alms meant "gathering" with the Lord on behalf of his brothers, the poor. It is no wonder, then, that the Spiritual Exercises should include Rules for the Distribution of Alms. through which their whole, rich spiritual doctrine is applied to the very practical and relevant necessity to help the impoverished and suffering through almsgiving and indeed through the giving of one's very self. The Spiritual Exercises and Aims for the Poor ~ The mere presence of this text On the. distribution of alms in the book of the Spiritual Exercises witnesses to the fact that the Exercises are indeed geared to "the saJvation of souls," but this spirituality faces up to poverty .of whatever sort. Thus material poverty is addressed in these Rules for the Distribution of Alms. [337-344], as is spiritual poverty, for instance in Some Notes Concerning Scruples [345-351]. The contents of the rules on almsgiving also clarifies for us the motivation that led the Society of Jesus from its earliest days to become involved in helping the poor. Already during,the bitter winter of 1538-39, Rome's sole Jesuit house sheltered 400 poor people, Ignatius himself, although utterly absorbed in the government of the young Society, and while still continuing to give the Exer-cises, .also did all he could for the poor and oppressed of Rome. In other words, if its version of the Good News is not proclaimed and expressed in a practical way for the poor, the message of the Spiritual Exercises will rightly be seen as futile and lacking in authenticity. There is yet another document which bears out this characteristic of his spirituality, namely Ignatius' letter to the Patriarch. of Ethiopia. Against the backdrop of Ethiopian asceticism with its .innumerable and excessive penitential practices, Ignatius instructed the Jesuits to work toward lessening the popular Preferential Love for the Poor / 805 esteem for these excessive corporal penances in order to draw more attention to the need of working for the poor. In a nation where social concern was so minimal, Ignatius wanted to found hospitals,.to provide help for the poor by the exhortation to almsgiving both privately and in public, to ransom prisoners, to educate the abandoned, and to help young men and unwanted girls to se.ttle down in marriage. "Thus," he wrote, "the Ethiopians will seein a palpable way that there are better works than their own fasts and suchlike" (MI Epp VIII, 680-690, April, 1555). Such distortions have often been a problem, and not just in the Eastern churches. Aims "for the Love of God" Finally, the pertinence of these rules to the text of the Spiritual Exercises is explained by the simple formula which sums up the only basis for almsgiving that is acceptable to the spirituality of the Exercises: "for the love of God." Jesuits, and all who seek or give alms, should do so "for the love of God." Alms are a way of giving concrete expression to the beatitude ~vhich Was so lovingly addressed to the poor. As they appear in the text, then, these norms guide one's process of discernment for the practice of this concrete e~pression of the love of God. ' ~ Recent commentaries on the Exercises generally judge severely any retreat centered exclusively on a prayer experience that is turned in on the person of the exercitant in some narcissistic fashion. The exp,ression solus cum solo is not meant ,to isolate a person with a solitary God. Rather it is intended to express the appropriate relationship that ought to prevail between a "self" who has received everything from others, who is also called to be for. others, and a God who reveals himself precisely as "God with us~" Despite the frequent use of the first person in the text ofthe Exercises-- which always points to personal responsibility and involvement~the com-mentaries stress the profoundly communitarian character of the Exercises, character which is clearly in evidence right from the Principle and Foundation. Any person's authentic search for God necessarily entails that person's insertion into the human community. Conversely, any person's total commitment to hu .manity could only be the result of that person's discovery of the love of God. The First Rule for the Distribution of Alms Love "from Above . After these reflections on the historical and spiritual contexts of the Riales for the Distribution of Aims, let us now examine the first of these rules: If I distribute alms to my relatives or friends or persons to whom I am attached, there are four things that must be considered: Some of these were mentioned in treating the Choice of a Way of Life. The first is that the love that moves me and causes me to give the alms must be "from above," that is, from the love of God our Lord. Hence I should be conscious within myself that Gbd is the motive of the greater or less love that I bear towa~:d these persons, and that God is manifestly the cause of my loving them more [338]. 80B / Review for ~Religious, Nov.-Dec., 1984" This rule immediately situates any gift of alms within agape, the love that, in Ignatius' terms, comes '"from above." In no way, then, should this text be seen as intending to provide merely a psychological preparation for, or .a religious exhortation to, charitable acts. It is not a pep talk for generous giving, nora way of spiritualizing the fundamental human instinct for solidarity. We should also avoid interpreting this rule in a way that merel3i invites to "purity of intention," Taking up anew an Augustinian inspiration which had previously appeared in the First Rule for Making a Good Choice of a Way of Life [184], this norm for distributing alms, while it does not in any way exclude philia (see the reference to "affection for relatives and friends"), does urge that phil[a be caught up and transformed by agape, "the love that,., must descend "from above" [184]. ~ . The expression "from above" also recalls the fourth point from the Con-templation to Attain the Lov.e of God [237]. God, the infinite ~treasury of all good, is in his trinitarian mystery both Gift and Giver of Gifts (see [237]). If, then, the giving of alms is to be divine--and therefore true and authentic--it must find its rationale within the dynamic of this mutual exchange of gifts, this loving movement of the gifts which "descend from above" [237]. There are a number of examples illustrative of this principle in Ignatian literature, Even in the most complicated of business affairs Ignatius kept his vision, of the lov~e ''from above" alive. Thus, for example, he exchanged some ten letters, with a certain Bernardino' Taro from Naples who had offered to sell his house in a complex deal involving some suspicious price fluctuations. A charitable work was involved, the payment was difficult, the Society sought a discount, and the benefactor became irritated. In all the correspondence, though, even while dealing with the complicated finances involved, Ignatius kept the whole transaction within the horizon of the loving movement that comes "from above," as when he wrote: "Let us pray that the Divine Goodness may grant us 'all the grace to be sensitive to his most holy will" (May 17, 1556, MI Epp X1, p, 411). It was not just by chance, then~ that Ignatius wrote on September 16, 1553 tO the, royal treasurer of Aragon, who had generously acted to convey mes-sages between the Jesuits of Spain and of Rome: "May God our Lord, whose love should be the foundation and norm of all love, repay you by increasing his love in your soul to just such an extent . For as there is nothing good witho, ut this love, so no!hing is lacking where it is present" (MI Epp V, pp. 488-489). The norm, then, for the appropriate distribution of alms is not, per se, our human solidarity, certainly it is not just philanthropy, but the agap~ of God himself, which takes flesh, in our human capacity to give and to forgive. The effort expended in undergoing the Spiritual Exercises so as "to rid oneself of all inordinate attachments" [1], is aimed precisely a,! allowing the divine t;gapP to take possession of our capacity to love. Thus t,he Rules for the Preferential Love for the Poor / 1107 Distribution of Alms have no other purpose than to put into practical effect what the Apostle John says in his First Letter: the man who does not love his brother most surely cannot be said to love God; and no one truly loves his brother unless it be with the love of God who first loved us (see l Jn 4:19-21). In this Ignatian concepiion, then, the principal criterion by which to judge one's preferential love for the poor is decidedly on the basis of .whether that love truly comes "from above," and does not rest on the simple fact that one is giving aid to one's poor brother. In other words, thee value of such a charitable act is to be judged in the measure in which me_re philanthropy has been taken up and transformed by divine agape: Service of the poor, to be sure! But before all else, service ,in my name," if it is to be true and authentic. Love "from Above"." for the Poor This first of the Rules for the Distribution of Alms, then, bringsphilia and agape.face to face with each other. "To give to those to whom one is attached by relationship or friendship" is not. automatically "ordered towards the love~ of God that comes from above"~except insofar as such a gift would actually reflect a preferential loye for the poor even in being given to oneYs own. We can find the interplay betweenphilia and agap~ that is evoked by this first rule applied in a realistically practical way in a letter from Ignatius to the Archdeacon of Barcelona, Jaime Cassador (February 12, 1536): "I mean, it. would be better to give to the poor when our relatives are not as poor as those, who are not relatives. But, other things being equal, I have more obligations to my relatives thar~':to others Who are not relatives" (MI Epp I, pp. 93-99). In other words, attachment even to relatives and friends must be caught up into the divine agape: the poor are to be preferred even above relatives unless these are themselves poor. . ' Love 'from Above"." for All the Poor The collection of Ignatian texts we have cited with r6gard to the first of the Rules for the Distribution of Alms raises a delicate question. The preferential love. for the materially poor is quite clearly a manifestation, an "epiphany" of the love that comes "from above," going as it does beyond philanthropy or the love (phil¢a) tha,~t is exercised towards one's relatives and friends. The well-ordered practice of this~ divine love (agape) clearly makes possible many social initiatives in the service of the economically po0~r. The fact that this love is not to be directed exclusively to the economically poor and socially marginalized springs from the Ignatian conviction th.at, in the last analysis, almsgiving is not meant to enable persons merely to become economically rich, but to enable persons to become rich in God's eyes~ to use the expression of St. Luke. Our free response to the love of God makes us deeply sympathetic toward the hopes of poor people under every form and at every level of genuinely human choice, but not in the pursuit of any and every messianic drehm, nor of any and every political or social option. Review.for Religious, NOv,-Dec., 1984 If in the text of the Spiritual ExerHses the use of the word "poor" is quite rare~ it is only at the end of the doc~aments on Election and in the Rules for the Distribuiion,,of"Alms that the term "poor" appears in its strictly social and economic sense (see [344] as an.application of [189]: Directions for the Amendment and Reformation of One's Way of Living in His State of Life). There.is no doubt at all that, after the example of the Gospel, the primary concern of the Spiritual Exercises is the conversion of hearts to the love that is "from bove ;~'w~thout such a conversion, all social activity, even the most generous, would already be found lacking, for its aim would not be "the human person taken as a whole." Why was there already urged insistently in the Old Testament the obligation to help the poor? It was not to make the poor economically rich, but because a person without money--in this sense "poor"--is not a "complete person" in the image of the love of God. A social revolution undertaken without agap~ means, and cannot but rlaean, death and hatred. As is well known, the Old Testament prophets;and finally'John the Baptist, expri~ssed themselves on social and economic matters in radical, even literally violent fashion. On this point, compared to the invec-tives of the prophetS, Christ's message seems like a comedown. And yet his "new Commandment," which should, according to Ignatius [338], be the root s'ourceoof the human love that finds its expression in almsgiving, possesses a r~adicality and an unprecedented newness that are quite capable of tra~nsfoi'ming humanity. In other words, Ignatius affirms in the Exercises that the human search for God is not authentic if it does not express itself in a loving commitment to the world of the poor: but. conversely, there is no perfect commitment to the cause of humanity, and concretely to the cause of the poor, unless it' be the fruit of one's personal discovery of the love of God that comes "from above." Love "from Above"." Opposed to All Poverty The cri/icisms offered in regard to theologies of social justice and of libera-tion do not call into question the urgency of the political, social and economic concerns that inspire these theologies. But the whole of God's revelation to the world cannot ~ever be restricted to a merely political, gocial and economic liberation, nor even to the gen'eral idea of freedom as such. Thes+ theologies do righily present one aspect of theology taken iri its entirety. In practice, theology ought to demand that the Church 'strive to reform the whole wbrld under every aspect according to the spirit of Christ. But the Church's option for the poor:should not be intended in a~way that would jeopardize the offer of salvation to all persons, the offer of that liberation which is the gratuitous gift of God proffered to all humanity. In struggling for liberation and justice, the Christian is called, not to curse those who have possessions, but to encourage theha also toward conversion to Christ. The Exercises ought never be limited to a single apostolic objective, To speak~ for purposes of illustration, of the time of Ignatius,' the Exercises were Preferential Love for the Poor / 809 never .focused exclusively upon the struggle against emerging Protesiantism alone, n6r upon the evangelization of the European masses alone, nor upon the refor~n of a corrupt 'clergy alone, nor upon missionary efforts overseas alone. In the same way in our own day, the Exercises should not be used only to arouse zeal for the social betterment of the oppressed, nor only for the better-ment of peoples who live in subhuman conditions. The Exercises are meant to stir each person who enters upon them to a radical gift of self, and it is going to be through this radical gift of oneself that the Lord is going to be perceived as calling that person "by name." This is the overall vision that Ignatius had. Like the Lord, he too had an evident preference for the poor, but he saw the poor as "persons" rather than as just ',the poor." We shall find in him no trace of any kind of paternalistic pity--itself a subtle but real form of domination. And without this kind of respectful regard for persons, one has no right to approach the poor. The Second Rule I will only make a few brief comments on the Other rules contained in this passage from .the Spiritual Exercises. The second rule to be observed in regard to the distribution of alms [339]:draws ~its inspiration from the second rule for . making a good election [185]. Here again, it is proposed that one abstract from one's :own individuality, .that one c6nsider oneself as an unknown, a person who is met for the first time, but who is esteemed, and for whom there is the desire for all perfection in the exercise of his or her office or state of life. In fact, all the rules to be observed for a suitable distribution of alms contain this same positive and rich outlook on all other persons, on our neighbors. The perfection that we ought to desire for others' as well as our-selves in distributing alms and in the exercise of our preferential love for the poor consists really:Sin wanting us and them to become other Christs. While one can makelife hell forthe neighbor, one can also be a source of living hope as well.! Ignatius' love for poverty was really and wholly a love for the person of the poor Christ (see [ 167]). Ignatius longed to be poor himself because Christ was poor. He longed to be poor as Christ was poor. In the same way, then, he proposes that Jesus must be the one who inspires us in the way that we go about distributing aims and serving the poor. To put it another way, we need to enter into Jesus' own way of exercising his preferential 10ve for the poor. Here the distinction between poverty and riches in the Spiritual Exercises becomes important: Spiritual poverty in the Exercises readily takes on the form of gratuity as opposed to greed. The gratuity urged by Ignatius for Jesuit ministries, for :instance, contrasts, and is intended' to contrast, with even the ¯ appearance of"business" or of the "marketplace'~in our approach to ministries, to ecclesiastical~offices and benefices, to the distribution of alms themselves. Powerful or rich persofls who always have others at their beck and call do 8"10 / Review for Religious, Nov.-Dec., 1984 not expect.anyLhing in return beyond a calculated, response based on quidpro quo. TheLord in the Gospel, however, is portrayed as being poor. His:service is always freely given, without a hint of such calculating expectation. To remove the ministry ofalmsgiving, then, from every suspicion of interestedness, to decline gifts 'which automatically elicit gifts in return, to prefer to give .freely to those who count.for little in the world of vested interests--this is to be poor with and for the Lord who was poor. ~Gratuity, then, is a sign expressi~,e ~f the potential for radical change in human societythat could be created~--but only by the love that~is "fromabove." In the Old Testament, the paschal mystery of the Exodus had already given evidence of our human incapacity to chang.e society through our own resour-ces alone, of the impossibility of ever really convening Pharaoh, of ever becoming satisfied with any mere social teaching~that is aimed at bettering the lot of human beings. Only God, through his gratuitous gifts, can create a new humanity, a humanity "without poor people" (Ac 4:34), a society where the "poor~' of the ExoduS will live the "new commandment" of God's free self-giving. The Third and Fourth Rules The third [340] and fourth [341] rules for distributing alms present yet another characteristic of the Lord who is poor. If a person were to consider himself or herself in the light of eternity, the realization would soon dawn that, of all the riches he~ld: nothing really belongs to the~person, that the person is forever receiving, in order then to be able to give, and, in keeping with-the Judgment of the Trinitarian God, ultimately to give oneself t'o others with and through his or her gifts. This ',eternal Judgment" is actually the Lord of the Cross who died stripped of all, in the utter poverty not just the poverty of one who dies bereft of all possessions, but the poverty of one who dies~as a complete failure. , , , Here, then, is another Characteristic of the divine agapP:' a way of giving to another that ultimately comes even to the giving of one's life. It is at this point in the Spiritual Exercises that Ignatius increasingly uses the words "humble," "humility; . humiliation." It is impossible to love divinely in a possessive or domineering way. A preferential love for the poor couM be ideological, patti, san, selective, paternafistic. But as a passage in the Treatise on the .Election (1541) by Pedro Ortiz~explains, Ignatian "humility" is the divine way~ of loving. And the divine way of loving, revealed in Christ Jesus,,(onsiSts inthe humble offering of oneself for others that they may live. It is in this more profound sense that the rules for distributing alms urge a person to "imitate as closely as he can our great High Priest, model and guide, Christ~our Lord" [344]. Our preferential love .for the poor, if authentic, will move .through inevitable humiliations toward a love that refuses to be either condescending or domi-neering, that refuses to imp.ose itself by power or violence. The desire of humble love, of "humility" in the lgnatian sense, is,~then, the prayer toincar-nate the Paschal Mystery in a way that will arrive at this kind of radical Preferential Love for the Poor ] 811 poverty with Christ poor, whether this relates just to desire--the readiness to give oneself as the Lord wants, or to the realization of desire the actual giving of o~eself to those specific poor persons to whom the Lord sends one. The Remaining Rules The rest of the rules proposed by Ignatius for distributing alms explain still more clearly the practice of almsgiving which, in the terms of St. John Chrys- 9stom. was to be the human e?~pression of God's compassion. Ignatius encourages the kind of generous and unstinting distribution of resources that would inevitably require a simplification in the lifestyle of the almsgiver [344]. In this way there is no room in the asceticism proposed by the Rules for the Distribution of Aims for the kind of spiritualizing that would permit an abstract definition of personal spiritual poverty. That person is not poor who shuns the thought of death. Nor is the person poor who ensures his or her own security by storing up provisions for the future. It is rather the person who opts for insecurity through gratuitous giving, who offers out of his or her own necessity personal goods to others, and who giyes, himself or herself in them. "To be poor," then, means not just giving what is superfluous, but the ceaseless calling into 'question, both at the personal and at the community level, one's habits in' the matter of food~ dres~s~: living quarters, en!ertainment-- not just for the sake of thrift,' but in order to be able to, give to others--to the poor. Conclusion In a letter to Father Lorenzo of M6dena (May 16. 1556) Ignatius wrote: "You must understand that our Society, in its ~ractice of a umversal charity towards all nations and classes of men. does not approve cultivating particular affection for one people or for any.individual person.~except in the measure that well-ordered love.requires" (MI Epp XL pp. 408-409). " Guided by such well-ordered love--the love which looks to "the spiritual" works which are more important'~ (Constitutions, [650]), because the goal is the whole human pers, on-~we are to dedicate ourselves to thecorporal works of mercy, among which commitment to the poor takes pride of place. And so in a ~single movement of love. Ignatius,~is both attached a.nd detached. He lives a humble love which, as we have translated it here. is the love that comes "from above." The Exercises. a school of Christian freedom, in leading beyond "philan-thropy," gives to the preferential love for the poor for all the poor_--its truly Christian dimension. It is seen as our free response to that love, for the poor which God revealed in the poor Christ. who is himself rich in the Spirit To Divest or Not to Divest: Moral Investments and Immoral Purposes Michael H. Crosby, O F.M. Cap. Of this present article, Father Crosby writes: "A growing number of Catholic and Protestant groups are deciding to divest from their shares in companies involved in the nuclear armaments ch~iin. The process [utilized by] the Midwest Capuchin Franciscans serves as a case study." This experience can certainly serve as occasion for reflection on the difficult and complex task of bringing spiritual conviction to bear on actual life situations. Father Crosby, author of Spirituality of the Beatitudes, is Project Coordinator of the National Catholic Coalition for Responsible Investment. He is also Corporate Responsibility Agent for the Midwest Capuchin Province. Father Crosby may be addressed at Beatitude Program; 10i6 North Ninth Street; Milwaukee, WI 53233. Durin _the last two weeks of April and the first weeks of May, more corporate shareholder meetings are held than at any other time of the yeai'. High on the list of concerns by church-related groups of shareholders is .the issue of nuclear weapons production. This year, as in the past, the church groups" concerns were coordinated through the New York based Interfaith Center on Corporate Responsibility (ICCR), the action arm of Protestant church,Catholic diocesan, and religious order investors concerned about the social impact 0f'business corporations and the application of social criteria to their own investments. For this spring's annual meetings, eight companies involved in different stages 'of the fiuclear weapons chain received shareholder resolutions from groups affiliated with ICCR. Some resolutions were subsequently disallowed by th'e Securities. and Exchange Commission, but several were to be debated on the floor of the annual meetings. For last year's meeting of AT&T, at least sixty-five groups filed a resolu-tion requesting the company not to renew its contract with the U.S. Govern- 812 To Divest or Not to Divest / 813 ment to manage the Sandia National Laboratories which carries out research and.development on nuclear weapons systems. Yet this year only forty groups filed witli AT&T calling for the company to establish criteria for military contracts and to terminate its nuclear weapons contracts. Similarly, for .the 1983 annual meeting of Geheral Electric, over forty groups, asked GE to consult with experts about and to support the nuclear freeze by declining to accept or to renew contracts involv!ng the development or production of nuclear'weapons~ Yet this year only thirty-one groups filed with GE asking the company to develop criteria for acceptance of military contracts. Why has there bee~ such a decline in the number of fliers in just one year? Has the U.S. Catholic Bishops statemeht The Challenge of Peace: God's Promise and Our Response fallen on 'deaf ears? Is it due to a lack of resolve and follow-through? Or is it becausethe new SEC rules make it more difficult to return to companies on an issue when the previou~ year's voting has been small? According to Ursuline Sister Valerie Heinonen, ICCR's Military Work Group Coordinator, it is hone of the above. It is, she believes, "primarily because the Roman Catholic agencies in particular carried out divestment statements or were working on divestment positions and were in the process of implementing them." My Midwest Capuchin Franciscan Provinceis one of those groups that filed with 'AT&T and GE (along with Tenneco, Dupont and Rockwell Interna-tional) last year but did notdo so this year because of our newly-inaugurated divestment posture. In rearhing this decision, we joined such Protestant denominations as the United' Presbytbrians and th6 United Church 6f Christ as well as many Catholic dioceses and 'orders, including the Salvatorian Sisters of Milwaukee and th~ Franciscan Sisters of Philadelphia. As early as April, 1982 the Adrian (MI) Dominican Sisters' general congregation declared: The c~ngregation will take a public stand for peace-making by di'.vestin~ itself, within ¯ one year. of stock currently held in the top one hundreff~diffense contractors. The portfolio managers will be instructed by the general council not to invest in these companies unless some stock is requested by the Portfoli6 AdvisofyBoard in anticipa-tion of filing a shareholder resolution. A few years ago, as Corporate Responsibility Agent for my Province, I was against divestment; yetl was concerned about the issue. I recall being part of a discussion group that struggled to define the many complex issues that must be considered in dealing with divestment: How can we balance the "peace statements" of our bishops and congregations with nuclear holdings? How do we distinguish between'.direct and indirect involvement via our stocks? Should we have stock in an), company that is part of a system that many believe is doing so much harm to so many? If we:are to do "good" via our ministries, to what degree can we do so because of "evil" returns' from questionable corporations? Should we distinguish between nuclear and con-ventional arms? Is capitalism morally evil? Or is it inorally neutral, but with some practices that are evil? Why pick on the nuclear armaments companies? 814 / Review for Religious, Nov.-Dec., 1984 How do we deal with the balance of terror? How does the Nuremberg princi-ple of .culpability apply that all citizens are responsible, for their govern-ment's decisions, and will be held liable by humanity? Divestment has no impact on companies, except for a one-hour press c0nference~, so why not stay in and fight? Have we exhausted alternatives? If we do divest,.should it be total or should we keep a few shares to "keep the pressure on?" While no papal or episcopal statements tn the Catholic Church have called for divestment in companies involved ih the nuclear armaments chain, there are many pronouncements that touch the issue. In Pacem ~in Terris, John XXIII said, "the arms race should cease." Paul Vlsaid at the UN, "let the weapons fall from .your a os, and, in Populorum Progressio, "every exhausting armaments race becomes an intolerable scandal." John Paul II said at Hir0shima. in 1981, "let us promise our fellow h~man beings that we will work untiringly for disarmament and the banishing of all nuclear wea-pons." In March, 1984, a top Vatican spokesperson warned an international conference on European disarmamgnt that a poli~y of nuclear deterrence (the backbone of the U.S. bishops justificatio, n of the U.S.nuclear arsenal) leads to mistrust and escalation of Lthe arms race. Meanwhi!e, in their pastoral leiter, the U.S. bishops called upon Catholics at every level of defense industries. [to] use th~ moral principles of this letter to form their consciences~. . .°. Those who m conscience decide that they should no longer be associated with defense activities should find support in the Catholic commumty. Those who remain in these industries or earn a profit from the weapons industry should find in the Church guidance and support for the ongoing evaluation of their work. From my reading 9f the bishops' statement, "ongoing evaluation" of involvement in the production of such weapons ultimately should lead to disassociation from-the companies. But what about those dioceses, religious orders and lay investors tha.t are "making a profit from the weapons industry" via their stocks and bonds? What about our "ongoing evaluation" leading to possible disassociation? Stich statements nudged me to begin rethinking my position about possible divestment. The issue, it seems, is not whether churches, dioceses, or congregations support or. don't support unilateral disarmameht on the part of the United States. Divestment has little or nothing to do with disarmament. More and more the question is: Should we be involved in producing more weapons, especially since each side. has enough weapons to kill the other scores of times over?.How can more.weapons be produced when the arms race has been condemned. So on this issue we're not talking about disarmamenti just about not building more. We~'re talking about the three additional bombs built each day, and the ,ever-more sophisticated delivery systems being created. I was beginning to ask questions like these when the provincial council of my Midwest Capuchin Provinc.e ~asked its Justice and Peace Committee, of which 1 am a member, to prepare a position paper on the subject of. our holdings in nuclear armaments manufacturers so that it could determine how To Divest or Not to Divest / ~115 to deal with the provincial portfolio. Some might wonder why the followers of the Poor Man of Assisi should even have a portfolio. Their concern is shared by many of us, yet we find ourselves m a predicament. The Province has almost three hundred men. Because of decisions in the past, it now owns and operates fiv~ retreat houses which need ~provincial maintenance. It owns and operates the largest minor seminary in the United States. While it has many men in white, middle-class parishes, a large number also serve in Black, Hispanic and Native American areas, including the Cheyenne and Crow reservatiohs in Montana. From three of its inner-city locations in Wisconsin and Michigan, it runs meal programs, including Detroit's famous "Capuchin Soup Kitchen." Besides having preachers and hospital chaplains and campus ministers, our members serve in Central America, the Pacific, Australia and the Near East. The dividends from the portfolio, along with salaries and donations, constitute the arinual provin-cial income budget. Since the province is highly involved in work among the poor and for social justice (on.ly one hundred or so members actually draw salaries), the portfolio's dividends are currently needed to meet normal operating expenses. All annual revenues beyond the budget are allocated to the poor or for social justice causes--unless some extraordinary expense'needs to be,met, such as helping to repair a leaking roof in one of our inner city parishes in Milwaukee (which, .by historical happenstance, is incorporated in the name of the pro-vince rather than of the diocese). Two members of.the Justice and Peace Commission developed a position paper on divestment for the provincial council: Francis Dombrowski, who was trained as a moral theologian; l, the second author, have background in Franciscan spirituality and corporate responsibility. We were to investigate the ethical issues and our Franciscan charism to,determine what we might recomm(nd to the provincial council. It was decided that, rather than leave the decision to the council, (which earlier had divested from Upjohn.because of its manufacture of an abortifacient), ~his time the province's membership at large would be asked to become involved in making the decision. The paper was divided into four major sections: I) The facts behind th~ dilemma presented by the province's shareholdings; 2) Basic principles to be used to determine continued participation in the. manufacture of nuclear-re-lated weapons; 3) An application of the Franciscan charism to the signs of our times; and 4) A proposal for action by the province. The Facts The first section outlined the situation of. the. arms race, our participation in it via our stocks and bonds~ plus the fact that the companies at issue also did much good: , Our province has invested over a quarter of a million tlollars in some of these compan-ies with government contracts for nuclear weaponry. Thus we°'~re receiving income ~116 / Review.[br Religious, Nov.-Dec:, 1984 precisely because these weapons are being built at a profit to the company and to us as~ shareholders. Iris true that these companies'make many products and items that promote good for others; For instance, G,~neral Electric is a company in which our Province has 210 . shares (worth $19,924.00 as of December 31, 1982). We also.have $~0,000 in bonds in General Electric Credit Corporation. GE makes a body scanner which hospitals have found invaluable in saving lives; yet GE is one of the seven companies that actually makes components for the hydrogen bomb and is also involved in building the MX missile system. In 1981 GE received $3 billion in military contracts from .the United States government, accounting for I I% of its sales. This, means, in actual fact, that our province is cooperating in the production of nuclear weapons by investing money in the companies that build them. ~ The paper went on to explaiwthat holding shares does not make stock-holders proximate cooperators nor principal agents in the actioi~'s of the companies. Yet it made it clear that "we are remote cooperators in'a very.real way as owners who receive dividends from our investments and interest on ou~ bonds to sustain our way of life. Because we are shareholders and partial owners, we have s6me responsibility to make surethe companies in which we invest are not involved inactivities that counter our Franciscan vision of life." The province has adapted the steps outlined in Mt 19 (go and talk, on the word of two or three; take itto the court)in trying to get companies to change "activities that counter our way of.life,:' especially through its membership in ICCR. Since 1976 it either voted its proxies, filed resolutions, or s~oken at, annual meetings of companies involved in nuclear armaments. It bought ten shares of Rockwell International to dialogue with the company which, along with Allied (Bendix), AT&T, GE, Dupont, Monsanto, Pentax and Union Carbide (at that time), actually produced those components which would " make the nuclear weapons operational. 1 was one of three or four on a negotiating team which has,engaged in ongoing dialogue with Dupont.about its involvement. So, as a province, we had been trying to make our concerns known to the corporations. Having reviewed the way we had tried to bring the Gospel. of Peace to the "~houses" of these corporations (see Mt 10:12-15); we now had to ask ourselves: "Since these companies give no indication of change in policy and ciSntinue to accept defensb contracts that will further build up our nuclear arsefials, the question israised: What is the next step in dealing with these companies: more dialogue -- or divestment? Basic Principles 2) The second section of our position paper developed principles to be used in determining our continued participation in the manufacture of nuclear weapons~ It distinguished nuclear weapons from conventional weapons, and singled out "top" defense contractors because of the difficulty in determining the degree of involvement. Can a company like Exxon or Mobil, which provides gas for military trucks, be put in the same category as General To Divest or Not to Divest Dynamics, which makes airplanes and nuclear submarines that can deliver nuclear bombs? The principles included a lengthy treatment of just-war defense and the. -attitude of non-violence. The next area taken up dealt with deterrence. The paper shared why its ~position differed from that of the bishops by not accepting deterrence as a viable rationale. In this difference~,with the bishops' ,approach, the. paper reiterated the position of the leadership of the Conference of Major Superiors of Men, The paper noted: There is also a moral question as to whether or not we can threaten to use nuclear weapons against a country to keep it under control. It is morally wrong to use such weapons even against a limited target because the effects of radiation would be deadly , for many beyond the target. There is no proportion between any good achieved and the untold destruction in the aftermath. If it is immoral to use these weapons, it is also immoral to in'tend to use them as a threat. The mere verbal threat to use them against ~ another nation with the secret intent not to actually use them is unrealistic. The threat is effective only if the intention to use them is real. The position the paper took seems to differ little from the way the Vatican thought seems to have been evolving, especially given its recent, March statement at the European disarmament conference. The final part of the "Principles" section considered principles for cooperation and "non-cooperation in evil. The two traditional points were made quite clear: One who by his/her approval, vote~ consent, together with others causes harm knowingly is guilty of i,njustice~and is obliged to make restitution in proportion to the efficacy of his/her consent. Cooperation means helping or assisting another in the performance of an~ injustice. Whoever takes an active part in an unjust action is guilty of the injustice if his/her efficacious cooperation is formal, that is, intended and deliberate. Material cooperation means not really wanting the injustice, but helping in it or contributing to it without a sufficient reason. Ordinarily, materia, I cooperation is morally wrong. According to traditional Catholic teaching, however, material cooperation is per-mitted if (and only if) two conditions are fulfilled: . a. The manner of one's cooperation is not a morally evil'act in itself, but only some participation or contribution to the evil or injustice done by another. b. The reason for one's cooperation is sufficiently important and proportionate to the ~:vil involved. By the time I r~ad the r~aterial presented by Francis Dombrowski, especially the principles related to (non)cgoperation, I had begun to believe that it would b,e difficu!t, if not impossible, for us t6 justify crntinued holdings in ,n~uclear armaments companies. This growing conviction was reinforced when I realized our portfolio could be diversified without any serious financial loss. We had. no "sufficient reason" to continue material cooperation. When I was definitely leaning this way, it was my research into the Franciscan charism that finally made me convinced that we could no longer hold stock in such companies. 81B / Review for Religious, Nov.-Dec., 1984 Application The third section of the paper noted that the times when Francis lived in Assisi vis~-vis wars and preparation for war were similar to our own era. According to Arnoldo Fortini, a biographer of Francis.and former mayor of° Assisi, war was "a condition of life for every city?: A militaristic way 'of thinking and acting became normative of the way opposing groups settled their differencesl Groups armed themselves to threaten their enemies, and were ready to use those arms to destroy their enemies in order to preserve their way of life, Fortini notes of the Christians of that era that they were so controlled by such an attitude that ?they could~not even imagine a faith that was not sustained by military skill." Within such an environment, Francis began to imagine a f~ith that did not need to be buttressed through armaments. It would be a way that society would p~erceive as totally alien to its way of operating and dealing with opposition. The paper noted: In the face of the militarism of his fellow citizens, Francis realized they were not about to change their ways: So he and his followers had to "divest" themselves of those ways. Thus the friars were not to acquire property, lest they take up arms to protect it. For their part, the laity ~fellow citizens as well) would bring the Franciscan charism to beai upon their lives and society through non-cooperation. They would not be able to bear any ii~thal weapons if they were to be faiihful to Frdncis' vision of life in that militaristic" milieu . it seems quite clear that his society shrouded in faith and religion the manufacture, use and deployment of lethal~ weapons. Francis' "No" must be applied to our day'as well. If Francis said no, and if Jesus said "No" to Peter who wanted to use a weapon of violence for self-protection, our response too can only be "no more of this" (Lk 22:51). What other response can we make, not as citizens of Assisi, but of the United Stfites, but to separate ourselves from this way of settling disputes and dealing with our enemies? We have been born as citizens of~the United States; we have unknowingly accumulated shares in companies manufacturing nuclear weapons. But we can choose now to respond to these realities with the,charism of Francis. ~ Proposal for Action 4) The final part of the paper presented a "Proposal for Action 'by the Province" which built on the previous three sections. After a summary of the main issues, the paper concluded that a nuclear war of defense cannot be morally justified because it,,does not discriminate between combatants and non-combatants, and' damage inflicted would be greater~than the good to be obtained. It noted that the Gospel of Peace and nonviolence, combine~d with the Franciscan call for peacemaking in a way that refused the'~bearing of arms, called us to a stance of nonviolence and nbncooperation. Next, the'~,paper countered '~the present position justifying deterrence on the grounds that it lacked solid moral underpinnings, as well as the evident fact that the possession of weapons did not help ,negotiations, but had instead increased the arms race. Th~ next point called for a freeze of further production of~veapons. ThissuEport for a nuclear freeze was followed by noting that a threat of"first To Divest or NOt to Divest ] 819 strike" is incompatible with the just-war theory and a nonviolent position and "has been directly condemned in the U.S. bishops' pastoral on war and peace." Finally, the paper again presented the dilemma of having stock in nuclear armaments companies and reached the conclusion: Since these nuclear weapons and their systems are being produced by corporations in which we have investments and since we, as a province, are making money on the production of these weapons, we feel it is an unjustified form of material cooperation to continue our investments. The good products these same companies manufacture and sell in no way can compensate for the incalculable destruction these weapons can inflict and forthe tremendous fear, mistrust and intrigue that the possession of such weapons causes between nations and peoples, not to mention the misuse of natural resources. technology and money that could be used for jobs and for the poor and hungry of the World. Given the paper's rationale, the provincial council recommended to the. province's membership a "clear decision of divestment from corporations that have major nuclear weapons contracts from the government." A criteria to determine "major" was fixed at $10 million. . Furthermore, the,council recommended that there should be total divest-ment rather than to keep a few token shares to continue to pressure the companies, as groups like the Adrian Dominicans have decided to do. Whether there should be total divestment or'whether a few token shares should be held to continue to pressure companies can certainly be debated. Sr. Valerie Heinonen believes those divesting should h~ld on to some shares~,or else "we're losing a forum. I don't see how we can reach corporate manage-ment if.we don't have at least some stock." When the position paper was presented to the province along with the recommendations of the Council. a large percentage (77%) of the membership responded, two-hundred and ten in all. Three choices had been offered: 1) we should divest for the reasons indicated in the paper; 2) we should not divest but continue our present corporate responsibility efforts; and 3) we should not divest and not continue our corporate responsibility efforts. One-hundred fifty-four (73.33%) voted for divestment, fo.rty-nine (23.33%) said there should be continued corporate responsibility efforts and a small number, seven (3~.33%), said we should do neither. ¯ The fact that over 96% of the respondents felt Jomething had to be done indicated, a deep concern about .this issue . Given the evolution of thinkin~g about this issue by many of us in the province, plus the growing number of groups th.a,t are beginning to divest, it is clear that this is an issue which won't be going away. In many ~vays, our Franciscan charism might have helped make our corporate decision as one, sided as it turned out to be. Y~t. whether other groups decided to divest or not to divest demands a ~erious investigation, given their charism and/or mission staterfients. All will have to face the dilemma squarely; it is a matter of si .mply bringing our faith to bear on the modern world. General Government: Its Leadership Role Today Gerald A. Arbuckle, S.M. Father Arbuckle's last article was "Planning the Novitiate Process: Reflections of an Anthro-pologist" (July/August, 1984). His duties in the general administration of his congregation keep him on extended journeys, but he may be addressed at his generalate headquarters: Padri Maristi; Via Alessandro Poerio, 63; 00152 Roma, Italy. any general administrations of religious congregations in the turbulent times of the 1960s and 1970s must surely have hoped that the decade of the 1980s would be marked by the tranquillity, security and growth that seemed so obviously to characterize their histories prior to Vatican 1I. But these hopes will never be realized. Religious life, like the Cht~rch itself, was challenged in Vatican II to serve the needs of people in a world that would continue to be in rapid, even turbulent, technological,'econoniic, political and cultural change. The niore religious seek to live up tO their vocation, the more in fact will they be drawn to share the hope~, anxieties and frustrations of people caught up in a world of change,~ with all the consequent stresses and strains of adjustment that this involvement brings. A further reason why the status quo of the pre-Vatican II era will n'ot be reinstated is the fact that many religious congregations ale discovering that their very future is in doubt. In view of the oft-heard prediction that "a reason.able expectation would seem to be that most religious communities the Church today~ will eventually become extinct,"2 religious in increasing numbers are askingthemselves questions ~uch as: Will the apostolate to which I dedicated my life survive when so few professed are entering my congregation? Will my province survive? Who will look after me when I am too old to work? Will my congregation itself survive? 820 General Government Toda.v / 1~21 Viewing these realities and questions from the "center," many of those involved in thework of general administration often find themselves at a loss to know what to do. On the one hand, these administrators would agree with the management expert, Peter Drucker, that all organizations (including religious local com-munities, provinces and congregations) will "become slack, easygoing, diffuse" unless challenged, and that: in turbulent tir~es the enterprise has to be kept lean and muscular, capable of taking strain but capable also of moving fast and availing itself of opportunity. This is particu-larly important if such times follow long years of comparative calm, ease and , predictability.~ Administrative: personnel may also have come to accept the harsh reflection that: when survival depends on change, human institutions often tend perversely towards suicide, in times of social upheaval, clinging to yesterday's images providessolace,a 'But, for religious congregations to su~ive and grow, more than solace is necessary. "It will take l~rave and visionary change, not just solace." On the other hand, the same general administrators may feel thoroughly' inadequate to do the type of brave and visionary "challenging for ch~ange"that~ is necessary. They feel that successive general chapters since Vatican II have so weakened their administrative authority that they have little or no effective authortty and power .to challenge the congregat~ion .or even prrvinces "tO become lean and muscular." In fact, some may even fear to do anything at all, lest tha_t result in a still further whittling away of whatever administrative authority is left them by general ch~ipters. Little wonder, therefore, if such administrations are experiencing frustra-tion, adr~inistrative identity crises, a sense of helplessness. They may even"feel somewhat .marginalized, unwanted, Within the veu congregation they have been elected to serve. Some administrations accept without question a mere figurehead role, feeling that any constructive effrrts'at challenging will achieve nothing at all. Others may initiate a spree of feverish activity, but if they lack dearly worked out goals and strategies based on sound information, then such activity is without value and only serves to intensify a feeling of frustration in all i:oncerned. ~ Unfortunately, a major reason~for the feeling of helplessness and frustration is the failure of'many persc, ns to understand that the obvious exercise of administrative authority or bureaucratic direction i~ not the only form of leadership that is opeh to administrators. In fact, while varying degrees of bureaucrati~ authority are essential in organizations, nonetheless such author-ity will be ineffective if at key points in the administration prophetic leadership is laeking~ No matter how little administratix~e authority general governments have, they can and they must exercise prophetic leadership within their.con-gregations. Paradoxically the lack of bureaucratic or administrative authority can even be an advantage. General administrations should be able to give ~129 / Review for Religious, Nov.-Dec., 1984 mgre time to the demands of future planning, to the design of carefully planned visitations of provinces, if they do not have to be involved in the day-to-day turmoil of dealing with special-interest groups and "congregational power politics.". . In this paper, I will set out some ways in which, general administrations can exercise this crucial prophetic leadership. By way of background, I ~will also summarize relevant insights of management experts into the difficulties and challenges that confront administrations of secular organizations and businesses in the 1980s. Religious administrators can learn much from such writers--not the least being that secular administrators have to :face some major issues which are very similar to those which confront the genei~al admin-istrations of religious congregations. Secular organization~ themselves cannot survive and grow without a type of "prophetic" leadership! Models of Contemporary General Administrations Three model~ of general administrations can be distinguished on the basis of a continuum where centralization and decentralization of administrative authority are the two poles of reference. The Maximum DecentraliZi~tion Model The central administration of congregations organized in this fashion have onl); afigurehead role. The superior general and councilors merely symbolize the internationality ot~ tl~e congregation. Whatever administrative powers are left to them are of no real significance at all. The Maximum Centralization Model' Organized with a minimum of decentralization, all important matters in these congregations relat.ing to policies and appointments of key administrators (for example, provincials, formation personnel) are controlled by°the central administration: Delegation of authority to lower levels i~ minimal, only in matters .of little importance. ~ This model may characterize newly founded congregaiions, or congrega-tions which are small in membership and/or have a single, clearly defined apostolic activity, such as missionary activity. The In-betwedn Model: Mininial Centralization with Maximal Decentralization The choice of major administrators and personnel (fdr example provin-cials, formation, personnel) belongs to the~provinces. The role of the general administration in such appoin~tments is of no r~eal significance. However gen-eral administration does retain important supervisory powers, the significance ¯ of Which may.develop only in time. For example, the,superior general in such congregations may have ov~erall direction in matters relating to initial formation, without the legislation spell- General Government Today / 823 ing out precisely what this is to mean in practice. The general council may have authority to approve or reject provincial chaptbr~de~zisions according to guidelines set by the general chapter'decrees. It may have the power to control levels of expenditure within provinces. It may h~ix;e thai power,to stop a hou~;i~ being Opened or closed. The~h~ in ~hich a general administration might use these powers could at times effectively influence policy within provinces. SpecifiE instances of general administration, of course, may not fit precisely . into one or other of these models. But they will tend to approximate one rather than another. The type of frustration and malaise 1 described in the opening paragraphs will be found more particularly in the first and third models. These are the models which are the special concern of this article. Leadership Challenges in rSeculal" Organizations Today In a recent article, Ronald Lippitt stated that, for most leaders and follow-ers in the 1980s, three assumptions must be eradicated.: The first assumption whichmust disappear is that success depends on a vertical model of leadership, acc6rding to which decisions are to be made at the top, and people are to obey without contributing to the decision-making. The second assumption to be removed is the belief that "doing it by yourself" is a sign of strength. The spirit of' rugged individualism must give way to the spirit of ihterde~pendence'and collegiality at all levels of an organization. The third assumption which~has no'place in a "lean and muscular"~organi-zation is the belief that "competition is a necessary motivation for achieve-ment." This assumption,' claimsLippit~ "blocks seeking help, sharing resources, and pooling' complementary abilities--all requirements for survival, growth and development in the decades ahead."5 Sociologist Amitai Etzioni, in his recent analysis of the future of American so~iety,.says very much the same thing: The attribtites we Americans need most for the next generation is an enhanced com-mitment to othei:s and to shared concerns., l say "enhanced" because the commitment has not vanished but waned, and because a larger,measure is required~if.Americans are to do with less government and yet sustain themselves as a community. "rl3e commit-ment required., is for both ego and otl~er to attend to each other and to their shared world. 1 hence refer to it as ~mutuality.TM Again, he states that American society has become caught up with exces-sive individualism: We were affluent and had a sense that we could do anything. This attitude was fed by the pop-psychology idea of self-actualization--that everyone's first obligation was personal fulfillment.7 Taking these insights into account, .we can conclude that for survival and growth, leadership must have the ability to inspire in staffs an.effective will- 1~94 / R. eview for Religious, Nov.-Dec., 1984 ingness to share ideas, skills, in a spirit of interdependence and .collegiality. Goal setting, the commitment to evaluate performance in light of these goals, will take place effectively because managements and.their staffs feel an atmo-sphere of mutuality or interdependence. No command from above will necessarily effect goal-setting, collegiality or a ~spirit of interdependence. This point is stressed by R. K. Greenleaf: "The very essence of leadership, going out ahead .to show the way, derives from more than usual openness to inspiration."8 He asks the question: "why would anybody accept the leadership of another except that the other sees more clearly where it is best to go?" Significantly he comments: "Perhaps this is the current problem: too many who presume .to lead do not see more clearly and, in. defense of their inadequacy, they all the more strongly argue that the ,system' must be preserved--a fatal error in this day of candor.", So the one who aspires to leadership must have the knowledge necessary "to see more clearly." But still moi'e-is required than knowledge. There is needed the spark of drive, of initiative, the call to follow: "A.leader ventures to say: 'I will go; come with me!''9,, ~., The leadership exemplified here is not the monarchical or hierarchical type--types closed to opinions and information of.others--but the type we call charismatic or prophetic. The prophet is a future-oriented person. He has an-acute.understanding of new needs and new opportunities, He opposes the. tendency in all ,human organizations ~t0 treat established institutions or methods of Ol~eration, at a given point in history, as though they were definitive.~0 Leadership of the prophetic type can see beyond the present problems, even temporarY s.uccesses, and can inspire others with a vision for change and with the courage to become involved in. realizing the vision in practice. The leader, says: "'I will go; follow me!' while knowing that the path is uncertain, even dangerous." i i Leaders of this type are rare, but the harsh reality is that unless organiza-tions of all kinds can find them and place them at various key levels so that their talents can be used, the organizations and their administrations will not survive. The organizations will die, for they will cease to b6 relevant. These leaders will, inter alia, help establish the values explained by Lippitt and others as essential for the survival and growth of organizations in the 1980s and beyond. It is not necessary for those in official control of organizations to have to a high degree all the qualities depicted by Greenleaf, but what is the sine qua non of success is the ability to spot people who do have the necessary creative and ~innovative skiils~ and then place these people in the right positions in which they can effect!vely inspire change. This is What Drucker means when he writes that "in turbulent times, my organization. '. needs to control the assignment of its resources. It needs to think through Where !the results are likely to be. It needs to know the performing and productive people." General Government Today But, to utilize such people to their full potential, there needs to be on the part of those in charge a firm discipline. Potential change-agents can easily be pushed aside because people are uncomfortable with their prophetic and innovative voices. There is also the danger that change-agents will dissipate their strengths and abilities over too wide an area. But the use of firm discipline will not be~ popular, for it will demand a "systematic withdrawal of resources--money, but above all, people--from yesterday's efforts,"12 that is, withdrawal from projects that are no longer relevant and/or productive, and the systematic encouragement Of change-agents, who can guarantee the survival and growth of the organization. Patience and courage are key virtues in leadership. In recent years some researchers into how effective leadership emerges in organizations have explicitly turned to cultural anthropology for insights into the nature, purpose and necessity of culture. This has produced some very challenging studies and conclusions. The leader who ignores basic:human needs for meaning, for symbols, for clearly articulated values and goals, for identity, as these are expressed in culture, will fail to achieve a following---even in business. o Hence, A. Pettigrew, reflecting on the interrelationship between leadership and culture, believes that the process of ghaping culture is the first task of management: "The [leader] not only creates the rational and tangible aspects of organizations, such as structure and technology, but also is the creator of symbols, ,ideologies, language, beliefs, rituals, and myths."13 J. MacGregor Burns distinguishes two types of leadership. There is first what he calls "transactional leadership." This type of leadership is concerned with the day-to-day smooth running of the organization. No organization can do with6ut this type. But no organization can survive for long if there is also lacking what Burns calls "transforming leadership:" This kind of leadership is a response to the fact that all people have need of a sense of purpose, of meaning, for a vision that helps to raise them in,their work above the daily grind. Inspired by this leadership people are moved to become more active themselves, more creative in their own work.14 T. E. Deal and A. A. Kennedy in their 1982 publication, Corporate Cul-tures: The Rites and Rituals of Corporate Life, assert that every business has a culture which has a major effect on the success of the business. In what they call "strong cultures" everyone knows the goals of the corporation, and every-one is working for them.~s People know clearly what is expected of them. This makes them feel i~ strong sense of belonging and of being valued. In conse-quence, according to Deal's and Kennedy's research, people are more likely to work harder. In companies that have strong cultures, managers "take the lead in supporting and shaping the culture," They give considerable time and energy to ,thinking about the values, heroes, and rituals of the culture," for their primary task is to manage "value conflicts that arise in the ebb and flow of daily events." 16 Such companies have bright futures. They have the resilience 1~96 / Review for Religious, Nov.-Dec,, 1984 to adapt to changing circumstances.~ When difficulties arise they can "reach deeply into their shared values and beliefs for the truth and courage to see them through."~7 In 1982 also, T.J. Peters and R. H. Waterman produced their best-selling book, In Search of Excellence: Lessons from America's Best-Run Compan-ies. ~8 This study also draws heavily on the insights of cultural anthropologists. The authors list the three qualities that make for excellence in the compan-ies they researched: bias for action, closeness to the customer, and high pro-ductivity through people. By "bias for action" they mean the ability of the companies.to move very quickly in changing policy and action, "and, more important, to be continuously innovative both in making the product.and providing services.''~9 Their findings on the qualities of the leadership present in the most suc-cessful companies are interesting. Common to all leaders is what the authors call the "hands-on, value-driven style." Such leaders have the ability to articu-late and transmit to others the essential values of their companies. In this they effectively create a strong corporate culture:. "Clarifying the value system and breathing life into it are the greatest contributions a leader can make."~° In order to transmit values the leaders must be mobile, constantly in touch with the grassroots of the company. In order to keep the leadership team active and unhindered by bureaucratic pressures at the tenter, the leadership at the top is kept surprisingly small, lean. The leaders the authors studied had lofty visions which could evoke excitement and enthusiasm for thousands of employees. But they were also people committed to practical detail: "In this role, the leader is a bug. for detail~ and directly instills values through deeds rather than words; no oppor-tunity is too small. So it is at once attention to ideas and attention to detail.TM The leaders of the Successful companies did not depend on a charismatic personality for success. Rather, they made themselves into effective leaders through hard work, sustained perso.nal commitment to the values they believed in, and a certain stubbornness in their efforts to build up a strong corporate culture based on these values.22 By "high productivity through people," the authors mean "the ability top companies have of treating employees with dignity and expecting them to contribute in innovative ways on a day-to-day basis.''23 For the 'researchers this quality appeared critical. New ideas and contented customers would result only when all in the organization--not just the people at the top--were motivated by the right, values.24 In the top quality firms, in consequence, those who innovate are treated as heroes, "even though those employees are occasionally a little bit at odds with the corporate bureaucracy,"2~ The authors refer to successful cdmpanies as having "simultaneous loose-tight properties." By this they mean: that at the same time there is .very firm central direction and maximum decentralization (in fact, some of the firms are radically decentralized). General Government Today / 1127 Firm central direction is achieved by the "hands-on, value-driven" ap-proach. 'The leadership sees its task as one of stressing values crucial to the firm's culture, for example, closeness to the customer, innovation, quality. The more these values are emphasized the more certain it is that they will be realized in practice. Values which are clearly articulated and emphasized them-selves act as the control mechanism.26 Within the clear framework of these values, individuals throughout all levels of the company feel encourage.d to innovate. Leadership and Authority in Periods of Cultural Change All the above authors stress the role of leadership if "weak cultures" are to become "strong cultures." However, no author sufficiently clarifies the rela-tionship between leadership and bureaucratic authority. For example, what role, if any, has authority in cultural change? ~ John R. Sheets. S.J., provides the precision necessary for this key question to be answered. He sees a common denominator in all expressi0.ns of leader-ship. It is an ability "to draw others beyond the point where they presently find themselves to a point of greater realization of their common aspirations. It is a power to draw others toward a center of closer unity."27 He sees the role of the leader very much as Greenleaf has described it or as MacGregor Burns views transforming leadership: "While he stands within the group, he has at the same time a certain transcendence, being ahead of the group, as one who has already realized the goal to a large'extent, and who now acts as a focal point drawing others to the realization of the same goal."28 But, unlike these authors, Sheets pinpoints three fundamental qualities of leadership~ ethos, pneuma and logos. Ethos is that quality o~f leadership that is concerned with values. The leader has interiorized within himself a .set of values, and the living out of these values in his own life draws others to follow and seek the same interiorization. Pneuma refers to the power conveyed by the leader and the power that is aroused in the group. It is characterized by inspiration, enthusiasm, energy. Logos is that quality of leadership related to judgment. It is described in various ways: reason, balance, discretion~ prudence, intelligence, knowledge. Where there is logos the leader has the power of judgment how to give a "constant and consistent shape to the aspirations of the group."~9 As Sheets says, genuine l~adership involves all three of these qualities. Within any one person, the qualities are to be found in varying degrees, "very oftenowith one of the characteristics assuming a particular prominence to the point where one might be designated according to one of these, as a moral or ethical leader, a charismatic leader, an intellectual leader.''3° A genuine leader will build on the particular aspect in which he is strong and call on others to complement his efforts with other qualities in which he is deficient. True leadership then aims to evoke teamwork. "Leadership," as described here, differs from "authority." Whereas leader- ~121~ / Review for Religious, Nov.-Dec., 1984 ship aims to motivate people to interiorize new values and attitudes freely, authority commands people,to act in certain ways. Rather than aiming to attract people to respond freely, authority imposes an obligation on people to act. In periods of cultural change, when people undergo deep value and atti-tudinal alterations, authority is to be used very infrequently, and then only with caution and considerable sensitivity. In-depth and lasting change can occur in and through leadership, but such change is rarely the result of author-ity commanding action. Support at key points, however, may have to come from authority. For example,~the actual placement of a person withleadership or change-agent qualities within a group may require the official use of author-ity. So also would the removal of an ineffective leader be an ffct of authority. In strong business cultures, authority is used very sparingly, but with effectiveness and according to definite criteria. Thus, for example, the selec-tion and appointment of key national, regional and local managers is gener- .ally the prerogative of central administration. Such people are chosen because they have the leadership qualities described. Without people of leadership gifts at key levels of management, the future growth and even survival of the business would be in danger. In brief, therefore, leadership aims to motivate people freely tO change by accepting new values, new attitudes. The new values and attitudes, together with the conseqt~ent alteration in behavior patterns, effect cultural changes. Leadership also aims to develop teamwork, to involve the whole group in ¯pr°blem-s°lving' George Foster concludes his fine analysis of why develop-ment projects in. the Third World succeed or fail, With a description of the qualities needed in ¯a community change-agent: The ethic of helping people change involves restraint and caution in missionary zeal. It means that developmental personnel should be careful not to plan for people, but to work with them in searching for realistic answers to their problems . It means learnirig to be humble, to be willing to lear.n . It means a genuine . desire to help in a realistic way based on full understanding of the nature of culture and culture change . a~ Foster's research findings, and his concluding description of the qualities ~'equired in a community change-agent; confirm the.universal validity of the clarifications provided by Sheets and the other authors above. "Strong, and "Weak, Cultures in Religious Life A religious congregation is not a business organization. The fundamental aim of a religious congregation is not monetary profit to satisfy investors, nor is it to supply the material needs of customers. Neither can a religious congregation, unlike a business enterprise, fully gauge its success or failure by whether or not its "products" are being "sold." Nor ought we to consider a religious congregation to be definable only in terms of a social grouping--one, for example, designed to serve the human-welfare needs of its members. General Government Today / 829 A religious congregation has meaning only in relationship to the kingdom of God. Its members consecrate themselves to God in the Church to offer ¯. to the world visible proof of the unfathomable mystery of Christ, inasmuch as in themselves they really present "Christ in contemplation on the mountain, or proclaiming the kingdom of God to multitudes, or healing the sick and the maimed and converting sinners to the good life, or blessing children and doing good to all men, always in obedience to the will of the Father who sent him" (LG 46).32 Effective consecration demands of religious that they keep on discerning how best to serve the Church with "boldness of initiatives" in accordance with the particular and unique charism of their congregation, being prepared to drop this or that form of apostolate which is no longer responsive to the real pastoral needs of people.33 This does not mean that religious cannot, and must not, learn from all kinds of social organizations---even from business enterprises--about how to improve their efforts to give "to the world proof of the unfathomable mystery of Christ." With St. Paul, we religious believe that "we are only the earthen-ware jars that hold this treasure [our Christian faith].34 Our faith is incarnated in and through people, groups, customs, cultures. On the sociological level at least, our religious congregations, like the Church itself, do show "organizational traits which in many respects resemble those of secular organizations.TM The way our religious congregations or communities are organized may well either hinder or facilitate our efforts to give "the world proof of .the unfathomable mystery of Christ." Discernment, after all, does not consist just in zealous and constant prayer. It also consists in being open to whatever way the Holy Spirit may speak to us--including the. way that ordinary folk live and organize their lives. We should not be startled to learn that the Holy Spirit has something to teach us from what happens in the. mundane actions of the marketplace. Perhaps the Lord is. also telling us to be open to. contemporary research in business methods when he said: ,For the children of this world are more astute in dealing with their kind than are thechildren of light."~6 In businesses which, have strong cultures, goals, objectives, values, are clearly .articulated and interiorized by all concerned. People are accountable for their actions because they know what is expected of them, and they are motivated so to act. There is constant contact with customers, making it possible to see how best to respond to their needs. Business leaders are value-oriented. They value service, not just to the customer, but also to their employees with whom they are in frequent contact. Written communications are acceptable, but personal .presence to staff.at key levels by leaders is far more emphasized. Finally, innovators are 'vigorously encouraged, despite the risks involved, for innovation that is a response to customer needs is seen as ultimately the guarantee of survival and growth: If we look at those religious congregations that are actually moving into a 1~30 / Review for Religious, Nov.-Dec., 1984 stage of revitalization, we see that they are developing strong cultures. Mutatis mutandis, these congregations have many of the marks that we have seen characterize strong cultures. There is the rediscovery of key religious-life and congregational values, together with their interiorization and their expression in innovative apostolic action.37 Apostolic innovators are valued and en-couraged as congregational "culture heroes." Leaders have articulated their values, including the values that particularly relate to the charism of the founder. In variou~ ways, and with risks taken in faith, they have communi-cated these insights and values to the others, drawing them also to do the same. They have done this not by multiplying the ~number of documents and letters of exhortation, but by going directly~ to key°groups and personnel in .the congregation, and drawing them by their presence to accept the same values and convictions.38 Through~: cooperative teamwork, these leaders have encouraged a new sense of spiritual purpose to develop in the members of the congregation. A heightened, sense of morale emerges, because clarified and interiorized values and goals give a renewed sense of meaning and direction~to members~ lives. Those congregations that are not revitalizing have weak cultures. There is confusion about values, uncertainty about goals and objectives. Those who ought to be the leaders because they hold official positions in thecongregation are lacking in the know-how and/or the spiritual courage to give leadership. Many of their religious, mainly because leadership is lacking, cannot agree on what values should be retained and acted on. This leads to more and more ¯ frustration. Often the attitude of these religious to authority is ambivalent, On the one hand, there is a cynical or angry rejection of authority in the congrega-tion because it is seen as irrelevant and powerless. On the other hand, there is a hankering ~ifter authority to give direction--but when officials do attempt to use authority they are quickly rejected. There is a failure to recognize the fact that change cannot come through the bare use. of authority, but only through leadership. Since few religious have been trained in the exercise of leadership, it is difficult for members to. understand the distinction between authority and leadership. Potential change-agents or. innovators in the congregation are frequently marginalized, Sometimes this marginalization takes place because those in authority consider them "disloyal" or "troublemakers," for they Question the status q.uo.39 General administrators may maintain a schedule of visitations in the pro-vinces, but' unless the visitations are done with goals based on real needs of the congregation, then the visits only intensify feelings of frustration among members. The exhortations of the general administrators,~and their follow-up letters to the visited provinces, come across as irrelevant, out of touch with real issues, and thus reinforce the view that general administrations have no longer any role of importance in religious congregations. Religious congregations with weak cultures thus described have reached General Government Today what is now called the "breakdownstage." If the situation is left unchecked, these congregations will die--not because the Holy Spirit has failed, nor because the charisms of the congregations have become irrelevant, but because key people in the congregations have not "read the signs of the times" and acted accordingly.~° "Hands, On, Value-Driven" Leadership For several centuries prior to Vatican I1, general administrations often obtained their identity and role-definition from the authority they could exer-cise: the power, to appoint key people, such as provincials and formation staffs; the power to visit and check on whether or not age-old and universally accepted congregational customs were being maintained. The more adminis-trative positions became institutionalized, the more the faithgospel vision of the founding persons became obscured, together with their innovative ability to discern and react to often unattended pastoral needs of the peop!e of their times. General administrations became far more comfortable with their authority roles than with the challenges of leadership. Theologically, the emphasis was often on the need for the changing world to adapt to the unchanging Church. In similar vein, the world had also to adapt to the unchanging cultures 'of religious eongregations~ The stress by administrators, far from encouraging departures from what was done in the past; was to insist on conformity to the tried ways of the congregational culture-heroes of former times.41 With the coming of Vatican II, two interconnected emphases in particular undermined the clarity of this role-definition, and thus the traditional security o~f general administrations. The first was a renewed stress on the mission of the Church to enter and influence a world in rapid change. The second was the move to decentralize the government of religious life. The Church recognized once more that it had a mission to a world in change. Yesterday's methods were not necessarily adequate for new pastoral needs.42 The Church is called to be Christ to the world. Since religious are "to be more radical Christians, in the sense of trying to live the life and holiness of the Church in all its radicalness~''"3 they must seek to excel in cohtfibuting to the pastoral and apostolic innovation that was needed. Now the task of general governments is determined primarily by the mission which religious life and each eongregatiori has within the Church, and not by the authority they may have because the constitutions say so. The role of a general administration is to call the entire corporate body to the realization of its two-fold aim: union with Christ and service to the neighbor according to the particular faithgospel vision of the founding person. The decentralization of religious-life government left many general admin-istrations at a loss to know what to do in administration.On the one hand, the theology of Vatican II insisted that religious should be pastorally innovative and open to change. On the other hand, general administrations had no 839 / Review for Religious, ~lov.-Dec., 1984 experience of how to stimulate and lead such innovation. Especially adminis-trations belonging tO the first and third models above particularly felt con-fused and anxious since, without authority, they could not see what they should do to facilitate this revitalization. Many provinces also seemed quite willing to ignore their general adminis-trations, seeing them merely as innocuous and vague symbols of the interna-tionality of the community. In quite recent years, however, an awareness seems to be growing in some provinces that decentralization has not produced the miraculous renewal or revival that it was expected to evoke. There is a vague, ill-defined turning toward "the center." But unless central governments act with genuine leadership, the opportunity thus given them will be lost. To transform a weak business culture into a strong one there must bea radical change in values, with a consequent and effective commitment to action. And if a religious congregation is to move from a weak to a strong culture, there must likewise be a radical reconversLon to a new set of values, or a return to the original values of the founder. Founders of religious congregations laad the faith and courage to enter on a journey. They attracted others to join them in showing "the Church and the world a quality of life that calls them back to the design of God in Christ Jesus."~ The outcome of the journe~ was never certain. Each religious and each congregation which accepts this new challenge of reconversion begins, as it were. another spiritual journey. This will involve, like the first journey, "an anguished and sometimes perilous exploration,"45 an adventure in faith, hope and love. Similarly, general administrations which summon their congregations to a second journey, to a process of refounding, must expect periods of darkness, misunderstanding, even rejection. Like their founders before them, they will need far more than human expertise or ingenuity to maintain the dynamism and creativity of their leadership. A feeling of identity and security in their leadership will come, not from any authority they may still have nor from any authority newly obtained from their general chapters, but from union with Christ in his life, death and resurrection. In order to utilize resources to the best possible advantage, I believe that these general administrations must concentrate their leadership efforts on four categories or groupings of persons within their congregations: -on themselves as leaders; -on the congregation as a whole; -on groups tha.t hold, or potentially hold, leadership positions; -on all who are involved in the preparation of the general chapter. 1 will no~w take each.category in,turn. Leadership Directed at Themselves "The Church is an evangblizer; 'but she begins by being evangelized her-self." So wrote Paul VI. "She is the community of believers, the community of General Government Today hope lived and communicated, the community of brotherly love; and she needs to listen unceasingly to what she must believe, to her reasons for hoping, to the new commandment of love . [The Church] is evangelized by constant conversion and renewal, in order to evangelize the world with credibility.''~6 These words apply with equal force and validity to general administrations, for these are called to evangelize their own congregations. They can do so only by first evangelizing themselves. General administrators themselves form a group which mirrors the congregation as a whole in that they come from different cultural backgrounds, have different prejudices, both cultural and personal, which interfere with communication, have different formative and educational training, hold different theological orientations. If these adminis-trators are to be welded into a leadership team in which each is encouraged by the rest to use his leadership qualities, one of ethos, another of pneuma, another of logos, then they must face the cold reality that they themselves will have to undergo a culture change. They will have to move from being a "weak dultural group" of the congregation, with each being an individualist, to become a "strong cultural group" in which each person is in fact a ,team member. Each member will have to become increasingly and personally ope~, " not just. to changes in knowledge, information, or the intellectual rationale for action and practice, but to new attitudes, values, skills, the .removal of preju-dices, and the development of mature relationships within the team itself,47 The courage and the honesty to be open as individuals to such radical changes is needed, so that a genuine administration community for evangelizing emerges, one that is credible to the congregation. This will come only if administrators are prepared to commit themselves to deep prayer and asceticism: Only in prayerful discernment will the team members be~able to discover what the Holy Spirit is asking of them and how they can help to disentangle the pure charism of the founder from the accretions of time. Faced with the demands of the contemporary Church and world, they will experience the same sense of shock as the founder did in his day. It is true that there must be serious commitment to study and to scientific methods of obtaining factual informa-tion relating to the works of the congregation and the needs of the apostolate. But such information will be of little value, will be merely "a noisy gong or a clanging bell,"48 if the uses to which it is put are not discerned in an atmo-sphere of brotherly love and prayer. In brief, if general administrators expect to enable their entire congregation to move from weak to strong religious-life cultures, they must themselves first, individually and as a group, undergo the same cultural transformation. The top priority for each administration, there(ore, is to set aside definite periods of the year in which administrators can all be present for planning, for praying together, for sharing personal and corporate faith experiences, for discerning how the Holy Spirit wishes to use them in the service of the congregation. Nothing should interfere with this priority. At times a skilled facilitator may be an invaluable adjunct in helping team members to become 834 ] Review for Religious, Nov.-Dec., 1984 yet more vitally involved in their own and their team's religious-life cultural change. ~, Leadq'ship Directed to the Congregation as a Whole Superiors general and their administrations, when confronted by the stark reality ofa weak congregational culture, are tempted to react with a strongly worded pastoral letter (or even a series of them) about the need for the members to undergo conversion. Normally, this temptation must be vigor-ously~ resisted. Historically, such letters seem to have little or no effect.49 Generally th6 letters are ignored, or if read, they may evoke yet further cynicism, even anger, directed toward central government. In successful business operations in which the "hands-on, value-driven" style of leadership is used, 'leaders avoid frequent and lengthy communications from the center to subordinates. Theyl prefer to improve communication by personalizing the process on a one-to-one basis or on a one-to-group basis. However, a general administration team, after lengthy and prayerful dis'- cernment, may conclude that a prophetic communication in letter form to the whole congregation is necessary, even though there are good grounds to a~ssume the message will be rejected, even by the vast majority of the congrega-tion. Out of great love for the Church and for the congregation, the adminis, trati0n may feel the need to speak out loudly and clearly, "to uproot and to pull down, to destroy and to overthrow, to build and to plant."50 The decision to write such a prophetic challenge should not be. taken lightly: If it is done, then, as far as possible, it should be followed up with personal contact by means of general administrators in touch with key groups in the congregation. Explanations of the letter can be given, and reactions received, in a discerning atmosphere. Leadership Directed to Key Groups ,qt is at the level of key groups within the congregation that the central government's efforts at "hands-on, value-~lriven" and "loose-tight" leadership should be concentrated. In most congregations the following groups would be important to concentrate on: .-p~ovincial councils -formation staffs -provincial chapters -other interest groups ,of various kinds, such as justice and peace commit-tees or spirituality and mission seminars (some of the groups may be of an inter-provincial or international nature). It may, be necessary, particularly in the early stages, to spend considerable time with provincial councils. The aim should be to create a discernment atmosphere similar to the one needed at the general administration level, in which~provincial¢council goals are established, and objectives and strategies worked out to .realize these goals. Considerable prudence and patience are General Government Today required since provincial councils may well consider that the initiation of change is primarily the function of authority, not leadership. Or, despite information to the contrary, the councils may even deny that there are prob-lems confronting their provinces. And they may consider the discernment process simply a waste of time, "something that only general administrations have time for!", Where these _views exist, general administrators may find the challenge to act as catalysts in culture change extremely demanding. George Foster's advice quoted above needs to be recalled: leadership to be effective requires a "full understanding of the nature of culture and culture change." Those of us who take for granted the computer age, and assume cultural changes can occur with the same speed that characterizes computerized travel arrangements and purchasing, will find it very hard to appreciate the fact that radical cultural change is always a very slow process. General administrators, when faced with negative responses from provincial councils, may be tempted, like all change-agents when confronted by rejection or lack of interest, to find escape routes. They may be tempted to return to the generalate in order to "write a report" for the benefit of.the particular provincial council that is hesitant or refuses to respond. This process of writing the report will console the administrator, encouraging the belief that "something is hap-pening." But it is very unlikely that anything at a!! is happening if the adminis-trator still refuses to implement a "hands-on~ leadership approach by being present to the difficult provincial council--with the report in hand if necessary. Prior to working with the provincial council, the general administrator may well need to visit various people or groups in the. province in order to assess the level of cultural weakness or strength of the membership at large. But g~neral administrators should avoid doing what provincials or local super-iors should do. namely, the pastoral, personal interviews of members. The more general administrators become involved on the personal level, the less time they will have to concentrate on leadership at the level of key groups. The general administration's concern should be primarily for the welfare of the congregation as a whole. Normally, whatever is undertaken by general administrators must have this overall aim in mind. I believe the failure of general administrations to be clear about their primary aim has resulted in the administrators suffering from overwork, stress, even burnout. Again. the advice of George Foster makes sense: "The ethic of helping p~ople change involves.restraint and caution in missionary zeal." Formation staffs in the post-Vatican Church are under particular pressure to work out goals and methods for initial formation. The general administra-tor responsible for formation must be prepared to spend considerable time with formation personnel, encouraging them and working with them to clarify what should be done in light of definite criteria. It might also be necessary to work with provincial councils, of several 836/ Review for Religious, No'v.:Dec., 1984 provinces in an effort to develop something like an interprovincial or interna-tional training center where the best formation staff available can be concen-trated. It is increasingly impossible for congreg~.tions with declining numbers of religious and student candidates to have many formation houses. At the same time, the quality of initial formation will be a major influence on the future health of any congregation. If a reasonable development of the forma-tion program is to take place, the general administrator will.~need to exercise considerable patience, all the while being careful never to give up on the "hands-on, value-driven" approach. The closure of a formation house which has existed for a very long time, for:example, can be a traumatic experience for members of a province. The general administrator may well have to be available for a protracted period to enable their passage through this. difficult time. As regards provincial chapters, it is important for the general administra-tion to be involved, not because it wants to use whatever authority it might still have to insist on changes in legislation, but because chapters, if rightly prepared, provide an entire province with the chance to participate in a com-munal discernment process. The general administration's task will be to encourage provincial councils to adopt the discernment process both by way of preparation and during the actual chapter.S~ If some provinces have uged only parliamentary debating and 16bbying systems, it will not be° easy to convince them' of the advantages of communal discernment processes.52 General administrations have the chance also of bringing to the provinces at such times an overview of religious life in general and of the state of,their own congregation in particular, which provinces are m danger of forgetting their discernment processes. General administratoi's, when presefit at chapters, can help to counter narrow nationalistic or parochial attitudes whiizh can so easily develop in provinces to the detriment of their work of evangelization. Meetings of religious from particular interest groups often attract many of thoseoinvolved in apostolic reflection and innovation. These religious can encourage one another at such meetings, and stimulate the prophetic people among them to new forms of apostolic action. At times, the general administration itself can sponsor regional or interna-tional gatherings of concerned religious to reflect on subjects of fundamental importance for cultural change of the congregation, for example, the charism of the congregation, and its history and relevance for the work of evangeliza-tion, the relationship between the congregation's charism and the Church's call for more involvement in justice and peace issues. There is every chance that from these gatherings will emerge individuals with the type of leadership necessary for the survival and growth of the congregation. Leadership in Preparing the General Chapter The general chapter of a congregation is meant to ~:enew and protect the spiritual patrimony of the institute. It should be ~ moment of grace, of the General Government Todqy ] 837 action of the H01y Spirit in a congregation provided there is adequate prepa-ration, an atmosphere of communal prayerful discernment during the chapter itself, and a planned follow-up after the chapter.53 The task of the general chapter is to challenge the congregation to face the future. For this purpose the goals of the institute must be evaluated (and if necessary, reformulated) in ligh! of changing pastoral needs, of the theology of mission, of the charism of the congregation and its human and spiritual resources. The means to realize these goals must be evaluated and, if necessary, changed. ~For example, the chapter must decide whether or not a congregation of the first or third models described above can realize its apostolic and religious life goals if the central government has little or no authority to complement its leadership role. For the sake of the overall good of the congre-gation, should central government have an important role in the choice of provincials and formation staffs--that is, in the appointment of key change-agents in the congregation? Remember, of course, that in successful business operations the leadership rarely uses authority. But it does use authority to appoint key staff throughout the organization, after considerable consultation of those who know the candidates. But a more fundamental question must be answered by the general chap-ter. What form of government and what kind of authority should it have if t.he congregation is to realize its primary purpose of service to the People of God? No general chapter can face such questions, nor do what it is supposed to do~ without thorough preparation. Too often general chapters are considered the work only of the capitulants, not of the congregation as a whole. When this happens, the general chapter will have little or no practical impact on the religious-life cultural change of the institute. There is' little sense in having a chapter if the whole congregation does not own it from beginning to end, that is, from the time of preparation through to and including the implementation stage. The general administration has a most crucial role to play in stimulating the whole congregation to become involved in preparing for the chapter t~hrough prayer, study, reflection, and dialog.54 This will be a demanding and time-consuming task, especially if the failure of previous general chapters has left people feeling cynical, apathetic, even angry about being invited to be involved in preparatory work. For this reason, it may be necessary for the general administration to initiate the planning of the chapter many months, even a year or two, before the chapter is due to ~begin. The follow-through after the chapter has ended is as important as the preparation, though this stage is likely to be overlooked for two reasons. Capitulants may feel the enthusiasm of the chapter experience itself will be enough to guarantee an automatic post-chapter follow-through by the con-gregation as a whole. But enthusiasm alone at a chapter will ensure, nothing. Secondly, an entirely new general administration may be elected at the chapter. It may not immediately have the skills or the coherence for teamwork 838 / Review for Religious, Nov.-Dec., 1984 even to see that the follow-through stage must be planned and implemented immediately after the chapter. Hence, as a service to the whole congregation, the outgoing administration, drawing on its own experience, could,suggest to the chapter itself or to the new administration several alternative plans for the post-chapter follow-through. , The purpose of religious government is "the building of a united commun-ity in Christ in which God is sought and loved before all things, and the mission of Christ is generously accomplished."55 With this purpose in mind~ the general chapter must elect the superior general and ~the assistants~ The election is a dramatic moment in the cultural-change process of a general congregation, the process in which the institute is trying to deepen its religious-life values. The outgoing general administration cannot, and must not, seek to influence capitulants to vote for certain people. But, if its evangelizing presence has had an.impact over its years of government, then the capitulants will be aware:of what they should expect to find in members chosen for the new administration~ The primary question for the voters should be: Who ,has the leadership qualities necessary to be of service to the whole congregatio, n?°A .person may be able to speak many languages, but if he or she lacks leadership qualities, then voters should automatically consider other candidates. Since general administrators are to be at the service of the whole congregation, the folio.wing question should not even be considered: Will he or she better represent my province? Summary By way of summary, what particular points should general administra-tions be sensitive to if they are to exercise effective leadership? Firstly, culture change is a complex, slow and often painful process, requiring new values, attitudes and behavior patterns. Since revitalization of a religious congregation involves a cultural change, one in which the institute moves from a weak to a strong culture, the process will be slow and painful. The pain will be salvific if individuals and communities approach change in a prayerfully discerning way. Secondly, general administrations are called to lead their congregations to revitalization. They do this by articulating and communicating the values which form the foundation of the religious-life culture change of the congrega-tion. This means that in implementing the "hands-on, value-driven" and '~loose-tight" principles of leadership, general administrators must .resist the temptation to solve problems for people~ Their overriding task is to communi-cate the values in light of which the congregations' members themselves decide ¯ freely what to do. Thirdly, in order to communicate values and to guarantee that they tak+ deeper and deeper roots within the congregation,general administrators must be in as frequent personal contact with provincial administrations and key General Government Today / 839 groups in the provinces as is possible. They cannot lead by remaining in the generalate. Strong administrative discipline is required to prevent central governments from assuming administrative responsibilities that would hinder or prevent general administrators from being in the field. Planned follow-up visits are required by general administrators to provincial councils and other key groups at various stages after important planning sessions have been held. This would help the development of an accountability process. The more successful, over time, that the communication of values is, the less frequent will the visits have to be. Fourthly, implicit in all that has been said is the assumption that the primary concern of the general administrators is the corporate well-being of the congregation. General administrators should not normally take over the personal, pastoral visitations of each religious by the provincials. The more they become personally involved in this type of ministry, themselves, the less time and energy they have for their primary task. Fifthly, general administrators should constantly be on the lookout for potential or actual innovators, prophetic figures, congregational "heroes," who, ~f rightly placed, would have the ability to summon others to reconversion. Conclusion Many general administrations today are confused about how to lead their congregations through the processes of revitalization. It is true that "leader-ship styles of the past will no longer be functional or useful.''56" But the challenges that general administrations face today are not unique to them. Survival and growth are not automatic for secular organizations and busi-nesses either. General administrations of .religious congregations, especially those which need revitalization or reconversion, can learn much from the style and methods of the leaders of successful businesses and other secular organizations¯ ~ General administrators are to lead, not by taking more and more respon-sibilities from the provinces, nor by trying to coerce people into reconversion through the use of some form of authority, but by clarifying, articulating and transmitting the congregation's values and goals to all members. Their task is to build strong religious-life cultures, in which congregational "heroes," inno-vators, refounders, prophets, are valued people. The stress is on working with, not for members of the congregation. The basic and primary skill required of general administrators as leaders is the ability to work with others, first and most of all with each other, so that teamwork emerges, and then with key groups and personnel in the provincesP7 They will be evangelizer~ to their own congregation to the degree that they, as a team and as individuals, are open to evangelization themselves. They must strive to be specialists in their own congregation "in the sense of expe-riencing God more vividly in the following of Christ and making that expe-rience the basis" for the evangelization of their fellow religiousP8 I]40 / Review for Religious, Nov.-Dec., 1984 General administrators need insights from research into leadership, skills and expertise. But we need to be reminded that, as Paul VI notes, while "techniques of evangelization are good, [nonetheless] even the most advanced ones could not replace the gen.tle action of the Spirit. The most perfect prepa-ration of the evangelizer has no effect without the Holy Spirit. Without the Holy Spirit the m.ost convincing dialectic has no power over the heart of man. Without him the most highly developed schemas resting on a truly sociglogi-cal or psychological basis are quic, kly seen to be quite valueless."59 NOTES ~See The Church in the Modern World, I. 2See Raymond L. Fitz, S.M. and Lawrence J. Cada. S.M., ~The Recovery of Religious Life" in REVIEW FoR RELIGIOUS, Vol. 34, No. 5, 1975, p. 706. 3Managing in Turbulent Times (London: Pan, 1980), p. 43. 4E. Ward, "Christian Missions--Survival: in What Forms" in International Bulletin of Mission-ary Research. 1982, p. 8. 5Ronald Lippitt, "The Changing Leader-Follower Relationships of the 1980s" in The Journal of Applied Behavioral Science, Vol. 18, No. 3, 1982, p. 397. 6Amitai Etzioni, An Immodest Agenda: Rebuilding America Before the21st Century (N.Y.: McGraw-Hill, 1983), p. 26f. 7Amitai Etzioni, "U.S. Needs a 'Moral and Social Recovery'" in U.S. News & Worm Report, 9 Jan. 1984, p. 591- SRobert K. Greenleaf, Servant ~Leadership: A Journey into the Nature "of Legitimate Power and Greatness (N.Y.I Paulist Press, 1977). p. 15. 91bid. ~0See Roger Aubert (Ed). Prophets in the Church (N.Y.: Paulist Press, 1968), p. 2. ~Robert K. Greenleaf, op. cit., p. 15. ~2Peter Drucker. op. cit., p. 43. ~3Cited by Thomas~ J. Peters and Robert H. Waterman Jr: In S~arch of Excellence: Lessons from America's,Best-Run Companies (N.Y.: Harper & Row, 1982), p. 104. ~4See James MacGregor Burns, Leadership (N.Y.: Harper & Row, 1978)., ~5(Reading. Mass.: Addison-Wesley, 1.9~2), p. 15f. ~Ibid. p. 141. ~71bid, p. 196. A Similar cultural approach to management analysis is to be found in Richard Tanner Pascale and Anthony G. Athos. The Art of Japanese Management (l:ondon: Allen Lane. 1982). ~sOp. cit. ~gThomas J. Peters, "Well-Run Companies: The Secret of Success" in U.S. News & Worm Report, 10 Oct. 1983, p. 74. -'0Thomas J. Peters and Robert H. Waterman. Jr. op. cit., p. 291. e :qbid. p. 287. ~-'See op, cit., p. 288. -'3Thomas J. Peiers. "Well-Run Companies: The Secret of Success," p. 74. 24See Thomas J. Peters and Robert,H, Waterman, Jr. op. cit., p. 310. ¯ ~-5Thomas J. Peters, "Well-Run Companies: The Secret of Success," p. 75. -'6See T.homas J. Peters and Robert H. Waterman, Jr. op. cit. p. 318. 27"A Discussion on Leadership and Autfiority" in Studies in the Spirituality of Jesuits (St. Louis: American Assistancy Seminar on Jesuit Spirituality; 1972), Vol. IV. No. 2~, p. 55. ~Slbid, p. 56. -'91bid. p. 58. -~01bid. 3~ Traditional Cultures: And the Impact of Technological Change (N.Y2 ~Harper. 1962), p. 269. This text is further explained by Gerald A. Arbuckle in The Role of Change-Agents in Devel- General Government Today / 1141 opment (Sydney: Action for World Development, 1972). a2Mutuae Relationes (Rome: S.C. for Religious and for Secular Institutes & S.C. for Bishops. !978): par. 10. ~lbid. par. 12 -~2 Co 4:7. 3~Mady A. Thung, The Precarious Organization." Sociological ~cplorations of the Church's Mission and Structur~ (The Hague: Mouton, 1976), p. I. For relevant sociological analyses of Church structures and management, see: Alvin J. Lindgren and Norman Shawchuck, Manage-ment for Your Church: How to Realize ),our Church's Potential Through a Systems Approach (Nashville: Abingdon, 1977); Lyle E. Schaller, Effective Church Planning (Nashville: Abifigdon, 1979); Peter E Rudge, Ministry and Management." The Stud), of Ecclesiastical Administrations (London: Tavistock. 1968). -~6Lk 16:18. 37See Lawrence Cada, 'S.M., Raymond Fit~., S.M., Gertrude Foley. S.C. Thomas Giardino, S.M., and Carol Lichetenberg, S.N.D. de N. Shaping the Coming Age of Religious life (N.Y.: Seabury Pr~ess, 1979), p. 60. ~SFor helpful historical insights ~ee Raymond Hostie, S.J., The Life and Death of Religious Orders: A Psycho-Sociological Approach (Washington: Cara, 1983), pp. 276-281. 39See J. P. Donero, F.S.C. and T. D. Frary, New Responses in Religious Life (N.Y.: Alba House, 1979), pp. 20-22. 4°See Raymond L. Fitz, S.M. and Lawrence J. Cada. S.M., "The Recovery of Rdligious Life." 4~For relevant comments see Thomas More Page, C.F.X., "Managing and Planning Change in Religious Institutes" in REvIEw I:OR REI:~G~OUS, Vol. 31, No. 3, 1972, pp. 386-401. 42The most challenging restatement of this emphasis is to be found in the Apostolic Exhortation of Paul VI, ten years after Vatican II, Evangelii Nuntiandi, 1975, nn. 18, 20, 63. 43Leonardo Boff,,O.F.M~:, God's Witnesses in the Heart of the WorM(Chicago: Claret Center for Resources in Sl~irituality, 1981). p. 226. '~F. J. Moloney, S.D.B., Disciples and Prophets: A Bibfical Model for the Religious Life (London: Darton, Longman and Todd, 1980), p. 169. 45Quoted by Paul V. Robb, S.J. in "Conversion as a Human Experience" in St.udies in the Spirituality of Jesuits (St, Louis: American Assistancy Seminar on Jesuit Spirituality, 1982), p. 4. ~Op. cir., par. 15. ~TSee for helpful comments.'John Adair, Effective Leadership: A Modern Guide to Developing Leadership Skills (London: Pan Books, 1983). pp. 159-186. ~Sl Co 13:1': 49See Raymond Hostie, S.J., op. cit., p. 277. 5°Jr I:10. ~ For an explanation of the lg.natian method of deliberation, see John C. Futrell, S.J., "Commu-nal Discernment: Reflections on Experience" in Studies in the Spirituality of Jesuits (St. Louis: American Assistancy Seminar on Jesuit Spirituality, 1972). ~2Two studies by W. Biddle and L. oBiddle will be helpful to leaders in cultural change: 7~te Community Development Process: The Rediscovdry of LoCal Initiative (N.Y.: Holt, Rinehart and Winston, 1965) and Encouraging Community Development: A Training Guide for Local Workers (N.Y.: Holt, Rineh
