Review for Religious - Issue 44.2 (March/April 1985)

Abstract

Issue 44.2 of the Review for Religious, March/April 1985. ; Provincials as "Cultural Revolutionaries" The Community Prayer of Religious Lay Associate Programs Volume 44 Number 2 ° March/April, 1985 R Evmw ~:OR R r:LIGIOUS (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 63108-3393. R~:vl~:w FOR RELiGiOUS is owned by the Missouri Province Educational Institute of the Society of Jesus, St. Louis, MO. © 1985 by R EV~EW FOR R ELtG~OUS. Composed, printed and manufffctured 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 REVIEW FOR RELIGIOUS: P.O. Box 6070; Duluth, MN 55806. Daniel F. X. Meenan, S.J. Editor Dolores Greeley, R.S.M. Associate Editor Iris Ann Ledden, S.S.N.D. " Review Editor Richard A. Hill, S.J. Contributing Editor Jean Read Assistant Editor March/April, 1985 Volume 44 Number 2 Manuscripts, hooks for review and correspondence with the editor should be sent to REvl~:w voR RELIGtOUS; Room 428; 3601 Lindell Blvd.; St. Louis, MO 63108-3393. Correspondence about the department "Canonical Counsel" should be addressed to Richard A. Hill, S.J.; J.S.T.B.; 1735 LeRoy Ave.; Berkeley, CA 94709. " Back issues and reprints should be ordered from R EVlEW FOR R ELIG~OUS; Room 428; 3601 lAndeR Blvd.; St. Louis, MO 63108-3393. "Out of print" issues and articles not published as reprints are available from University Microfilms International; 300 N. Zeeb Rd.; Ann Arbor, MI 48106. Transformations in Religious Commitment .Patricia Wittberg, S. C. Sister Wittberg teaches sociology at The College of Woosier; Wooster, OH 44691. Her previous article in these pages was "Sociology and Religious Life: Call for a New Integration" (Novem-ber/ December, 1983). It has long been obvious that the post-Vatican II period of experimentation and renewal has been marked by .a precipitous decline in the numbers of religious men and women--reflected both in fewer entrants and in a massive exodus of current members. Some observers have attributed this to the perni-cious effects of the reforms themselves,t others to the failure 6f congregations to enact even more reforms, or to enact them more quickly.2 Which of these assessments is more accurate has recently resurfaced as a point of debate, for the shrinkage of communities and their increasing median age were specifically Cited by Pope John Paul II as reasons for the current study of American religious. In this article I hope to explore the role of group commitment mechanisms in the retention or loss of members in religious orders. Two concepts which will be useful in this endeavor are "intentional com-munity" and "association." An intentional community may be defined as a group of persons living together on a more or less permanent basis, who voluntarily surrender control Over some choices which are normally considered private (the focus and means of sexual expressio.n, choice and schedialing of. work, property ownership;and so forth) for the sake of establishing a whole new way of life. Intentional communities call for more commitment than do. other groups, demanding the investment of one's self as well as one's resources of time, money and talents. This investment, ideally, is not shared with other competing organizations, but belongs to the intentional community alone. In contrast, an association is a group of persons who have invested a certain 161 162 / Review for Religious, March-April, 1985 amount of their resources in the attainment of some common goal or Objec-tive, but who retain more personal autonomy and competing loyalties than would be possible in an intentional community.3 It is the contention of this article that some religious cong~regations--or at least a portion of their members--are moving from an intentional community model of group commitment to an associational one. This transition involves a fundamental change in the character of those religious orders that attempt it, and an examination of what this transformation entails is, therefore, essential. As an aid in our research, we might apply several very good sociological investigations of intentional communities such as the nineteenth-century Shakers and the Oneida Community, or the Bruderhof, a twentieth-century Hutterite group in New York.4 Which of these groups made similar transitions from intentional communities to associations? What happened to them after-ward? How did other intentional communities retain their original commitment structure, and what were the consequences of this retention? The Role of Common Ideology In her study of nine successful nineteenth-century communes (i.e. those that had lasted longer than one generation), Rosabeth Moss Kanter listed the problems that an intentional community must resolve in° order to survive. Steps have to be 'taken to insure that the work necessary for economic self-suf-ficiency (gr.owing food, making craft items for sale, and so forth) is done, that decisions are made to everyones' satisfaction, that close,.f~lfilling and non-ex-clusive relationships are established among members, that new members are recruited and socialized, and that individual uniqueness and autonomy are expressed in a way not destructive to the unity of the group. The self-renuncia-tion involved in these tasks raises the possibility that some individuals will be tempted to withdraw from the community if its demands get to be "too much." To avoid this danger, the members must be encouraged to share a common ideology or world myth that would make them want to subordinate their personal interests to those of the community as a whole.S Once internalized, the group's cosmic myth infuses all of a member's actions with meaning and directs them toward the common goals: I feel that if I have overcome my tendency to return an angry word when a Brother has spokento me, I have resisted the evil spirit. 1 have struck a blow for winning back part of the universe for God Almighty.6 In general, those who study intentional communities agree that groups which are able to maintain their common world view will survive, while those which fail to do so will disappear. The profusion of competing ideologies in twentieth-century America makes this especially difficu!t. As long as the .origi-nal founder of the group is ~alive, his or her charismatic presence, may be enough to maintain the cosmic myth. Howex~er, the founder may lose this charisma over the course of the years, or may die. Intentional communities that are successful in weathering the crisis of their founder's death or fall from Transformations in Religious Commitment / 163 grace are those which have evolved additional, supplementary techniques to foster their sustaining ideology. These usuall~ include common ritual and traditions, common work and recreational activities, boundary maintenance, self-renunciation and sacrifice. Common Ritual and Traditions Sociologists since Durkheim have recognized the importance of ritual celebrations in uniting a social group. As Kant'er expressed it: These rituals both express and reinforce jointly-held values, and represent ways ~f coming together as a group, of feeling closer to One another. For this reason, group rituals are often the most significant and important aspect of community life to members, for it is here that the higher, transcendent meaning of living in utopia is affirmed .7 Successful intentional communities evolved a set of rituals around almost every event: All important occasions in the Bruderhof are marked by a love meal .The dining room tables are arranged in a horseshoe, spread with white tablecloths and specially decorated; the dining room is lit by candles . Everyone gathers outside before the meal. TheY sing songs and walk into the room together.8 Pentecost. is especially important . A huge fire is lit which is the symbol of the burning up of the old and the hope of the coming of the new? These rituals ma~ enact the central aspects of the communal ideology, or they may have more seemingly trivial meanings. The important thing is that, by the regular and frequent group performance of the ritual, the underlying ideology which gives meaning to, the entirety of group life is reaffirmed. Togetherness in Work and Play It is also necessary that the members of an intentional community become emotionally attached to each other as though they were members of one family. Indeed, as Kanter remarks, family terminology such as "Brother" or "Sister" is Often deliberately used to refer to one's fellow group members,t° The development of this familial attachment is facilitated in many groups by requiring that everyone work together at the same limited number of tasks, rather than allowing members to leave daily for eight hours or' more of work outside the community. Common recreational activities also strengthen group family bonds: Perhaps the most memorable thing about the Bruderhof is the singing . There is a song for every mood, every event, every occasion. There are winter songs~ summer songs, morning songs, evening songs, folk songs, love sofi,,gs, birthday songs and wan-dering songs . The singing itself is beautiful and mowng, with effortless three- or four-part harmony on every song.t~ Eating the main meal, or all the meals, ~ogether can also serve a unifying purpose. As would be the case with any family, the more frequent and all-encom-passing the contact among group members, the more intense their mutual 164 / Review for Religious, March-April, 1985 attachment is likely to be. Intentional communities that are scattered over several locations must get together very often in order to keep their union alive, Zablocki remarks that the three American Bruderhofs both visited and inter-changed residents frequently, and also ran up large telephone bills in calls from one hof to another. A reverse side to this emphasis on family style unity ~equires that steps be taken to root out particularistic attachments which might otherwise lead to division within the group. Historically, monogamous marriage has been a barrier to the full unity of an intentional community, for it establishes compet-ing loyalties in the members. As both Kanter and Coser point out, intentional communities have usually encouraged either celibacy or promiscuity as alter-natives.~ 2 Another frequently used tactic is to discourage "too-close" friendships that shut out the rest of the members. Boundary Maintenance In addition to building up feelings ,of mutual attachment among members and ritualizing the group's unifying myth, care must also be taken to'isolate the community from those aspects of American society which embody competing ideas, attachments and values. Limitations are accordingly established on con-tacts with butsiders (including, especially, non-group parents and siblings of members). In the Bruderhof, most members rarely left the community, and even television watching was done infrequently:" ~ Great care is taken to see to it that the children never h.ear visitors, delivery men or other outsiders say a dirty word. Play with neighborhood children is discouraged. The adult members seldom retain membership in any outside organization, and at one time even their mail was censored and their newspapers and magazines were checked for objec-tionable material which was clipped out,t3 A sense of we/they is deliberately fostered, and the community is Often tbld that it represents a higher, purer way of life which must not be polluted by contact with the uninitiated. ~ An effective way of reinforcing the distinction between in-gro~]p and out-gi'oup is the wearing of distinctive clothes by community members?4 Still another is their development of a distinctive vocabulary to refer to particular activities or at'titudes?5 Finally, it is a good idea if the intentional community can become as "'institutionally complete'~ as possible, so that it depends very little on the outside world for goods and services. This is especially true in the area of education. Many intentional communities attempt to educate the children of their members in separate schools, in order to keep them from any polluting contact with the dutside world: Adult members who desire to add to their education may be forbidden to do so, or limited as to the institutions they are permitted to attend. The Death and Rebirth of the Self A powerful technique for internalizing the world view of an. intentional community is to die to one's old identity and to be "reborn" into anidentity Transformations in Religious Commitment conferred by the group. The Bruderhof novice is. isolated from his past and from his distinctive roles in the out-side world. A woman with psychological training was criticized every time she discussed Something in psychological terms: She was told that this was going to be a major barrier for her to overcome. She was also not allowed to have very much contact with a Sister who had gone to graduate school with her. A woman with an exceptionally beautiful voice was in the habit of bursting into song while sitting alone out of doors or at work. The community made her stop this in order to chastize her ego . Weakening the identity is furthered by the deprivation of choice . The commu-nity decides for [the member] what work he shall do. He has, at least after taking the novitiate, no money of his own. He must ask even for simple necessities like toothpa, ste =. or shampoo.!6 This loss of identity begins ~vith the new member's assumption of his/her guilt and individual worthlessness, often helped along by required self-criticism sessions. Once their old identities are renounced, the individuals receive their entire status and a new sense of worth through the group. A member may, in s6me groups, even receive a new name as a symbol of his/her'new self. With this new source of status and sense of self-worth; as Kanter states, one's self-esteem-depends on unswerving commitment to the norms and values of the gl'OUp.17 Sacrifice A final activity which can be used to deepen a group's commitment to its underlying ideology is to require some sort of sacrifice, When living out the intentional community's world view requires the renunciation of sex .or personal adornment and the adoption of a generally austere lifestyle, the value and sacredness of the cosmic myth is enhanced.18 Members actually find a great deal of joy in undergoing the privations, and often miss them when life becomes easier: That was one of my ti'oubles, giving up clothing. Certain skirts. One velvet skirt 1 had [laughing] oh, how 1 loved that velvet skirt! [Q~ Why did you have to give it up?] Well . we were made to feel., that you shouldn't want something particularly pretty and that looked well on you, that compliments you. This was pride . In order to belike God would wish you to be, you would give up these things. Well, 1 remember 1 struggled withthis and finally one day I was able to march over with a few of these things and my velvet skirt. And I just felt, when I expressed this to [the Housemothers] they rejoiced with me.~9 The Latent Danger in Successful Survival Mechanisms While the five~ mechanisms described above do strengthen the common ideology that had first drawn the members together, they can sometimes become so successful in themselves that the original vision becomes,secondary. The traumatic prospect of !osing all of one's friends may .be sufficient to persuade a doubting member to remain in the community even if he/she no longer ascribes to its worldview. The common pooling of economic goods may strongly discourage a member who has had no occasion for the personal use of money for years from leaving and having to find a self-supporting job.29 166 / Review for Religious, March-April, 1985 Others, who have not read a newspaper or watched television for several years, may remain in the community because they feel unable to, cope with the unfamiliar outside world.2! Thus, with the passage of time, it may be debatable whether members truly believe in the founder's worldview, or whether they remain because they fear what would happen to them if the~ left~ To avoid this loss of fervor, attempts may be made to rekindle the primal emotional commitment to the group's worldview. Many sociologists have pointed out, however, that unity based solely on emotional feelings is noto-riously ephemeral. Most groups tend either to evolve into a cornmunity based primarily on socially-integrative mechanisms, or else gradually to relax into a looser association in which "members regain virtually full personal autonomy and the commune becomes a cooperative venture in support of its members' individual self-interests. Many of these latter types last for two or three decades, but rarely are they able to produce a second generation."~2 Reflections and Applications The research quoted above has obvious implications for religious life. The integrating mechanisms used by the successful communal experiments strongly resemble certain practices followed, today and in the past; by many religious communities. Furthermore, sociologists who have studied intentional com-munities stress that such value-reinforcing techniques are indispensable if a group's unique world view is to be preserved in the face of the competing values of American pluralistic society. Religious congregations who wish to remain intentional communities without the aid of common ritual, the limita-tion of members' apostolates; boundary maintenance and sacrifice are doomed to failure. Use of these techniques, however, risks the usurpation of the cosmic myth itself. This paper began by contending that some religious communities are responding to this dilemma by abandoning the model of the intentional com-munity altogether and moving toward the less-demanding "associational" model of commitment. Individual religious today often work and live sepa-rately, and come together only periodically foi- prayer or discussion meetings. Whereas intentional religious communities had to adhere to geographical lim-itations in order to preserve their unity (with congregations restricting their members to a particular diocese or a given set of schools or hospitals), the looser associations might be based on some common interest (e.g., social justice, nuclear disarmament, or charismatic prayer forms.) Models for this might be groups such as Pax Christi or NARW, whose members are'.building links of mutual acquaintance that span the continent. Future historians of religious life may see this movement toward association as a radical redefinition, led by the Spirit, of what "religious life" means. Such redefinitions are not new to the Church. Each of the major traditions of religious spirituality--the Benedictine monastics in the fifth century, the mendicant orders in the twelfth, the Jesuits and the Daughters of Charity in the. Enlightenment era--are the Tkansformations in Religious Commitment results of similar communal adaptations to.societal changes not addressed by previous forms of religious life.23 In this way, the Holy Spirit moves and breathes in the Church, and the trend toward looser associations in place of intentional communities can simply reflect the results of prayerful discernment of God's call to a new dimension of service. As was the case in other times of redefinition, the new wine may not fit in the old wine skins. If a congregation chooses the associational model of commitment, therefore, it is necessary to reexamine what, if anything, the evangelical counsels would mean in this new context. Opening the group's membership to married couples may be feasible, since the competing loyalties of marriage would not be as detrimental to these new, less-demanding associations as they had been to the more intense forms of communal living. In fact, since the newer types of association will not provide the emrtional ties and feelings of familial attach-ment which the intentional community had, more and more of the original members may welcome the opportunity to marry and yet to remain in the congregation. The vow of poverty would then have to be reevaluated in the light of providing for members' children, or if members were expected to rent their own apartments and keep their own bank accounts. The congregation would also have a lessened mandate to require obedience from individuals who had competing job or family obligations. With their unifying worldview less carefully shielded from outside influences, members, might refuse to " comply with requests from the congregation, if these infringed excessively .upon their own freedom. There are several dangers in choosing a less intense type of communal commitment. The congregation will risk breaking up completely as its members are distracted by new loyalties: as Zablocki pointed out, few such organizations survive more than two or three decades:22 Also, Canon law (and the I.R.S. !) may not consider these new forms of community living to be tr~uly religious life. The legal ramifications of this have to be explored by both civil and canon lawyers. Loss of tax-exempt status may imperil some of an associa-tion's ministries; loss of canonical status may result in less support'from the institutional Church. Another extremely important question is whether or not an association of religious will be perceived as essentially different from groups devoted to transcendental meditation or saving the whales. Potential members may well question why they shouldbother joining at all, should the association cease to present a distinctive witness to the rest of American society. Finally, an association will not serve as the sole, or even principal, provider of the affilia-tive needs of many of its members: as mentioned above, combining marriage and membership may be the more desired option. For a woman religious over forty, hrwever, the "freedom" of association members to marry may seem a cruel joke in a society where an unbalanced sex ratio and the attraction of men to youngei~ women renders the likelihood of her marriage extremely improba-ble. 24 To compensate for the emotional closeness which her former intentional community can no longer offer her in its new associational form, such women 161~ / Review for Religious, March-April, 1985 may find themselves clinging to family members for support, or, :increasingly, isolated and alone, In the face of the dangers of associational commitment, many religious may feel that there is still a place for the intentional community lifestyle in providing ministry and witness in the Church. If the research on previous intentional communities is to be believed, however, it is impossible to maintain such a lifestyle without integrating practices to strengthen the members' com-mitment. Religious orders that elect to retain or readopt the traditionM prac-tices which had so effectively united pre-Vatican communities will face their own set of dangers. The .tendency, mentioned in the preceding section, for these practices to become sufficient in themselves, and to displace the ideals they were originally designed to protect: will still exist. It was precisely this displacement, of course, which had sparked the post-Vatican movements to return to the spirituality of one's founder in the first place. In addition, prac-tices such as isolation from the outside world and self-renunciation rituals have become suspected of destroying members' personalities and mental health. Communities adopting or retaining these techniques will have to deal with charges that they are fostering immaturity, personal dependency, and other psychological ills.25 A Third Alternative Religious life appears to be trapped between the Scylla of a psychologically-destructive intentional community which tends to become an end in itself, and the Charybdis of an ultimately unstable and gradually co-opted association. A third alternative, however, may be possible. Efforts could be made to use the insights of the research quoted here in constructing integrative mechanisms more adapted to late twentieth-century American culture, taking steps to insure that these mechanisms remain valued means to maintain the founder's char-ism-- absolutely necessary in a group of s6cia!ly dependent human beings, but open to change and replacement lest they become ends in themselves. A congregation at.tempting this alternative would first of all sponsor workshops, seminars and weekends (parallel to the psychologically-oriented conferences on mid,life crisis, burnout, and so forth) which would sensitize its members to' the fundamental necessity of ritual, "common times" of togetherness, and other techniques of group unification and identity affirmation. Particularly ~successful techniques developed or discovered by onegroup might be shared with other groups within or outside the congregation. Policies would be enacted ¯ .by the General Chapter requiring that a certain minimal number of these practices be chosen and implemented by members living in a local house, a city or a region. The leadership of the congregation would need to be empowered to call to accountability those members who persist in isolating themselves from the community. The dilemma of how to avoid the disintegrating effects of diversified minis, tries--while keeping their benefits of individual personal growth and flexible T~ansformations in Religious Commitment response to social needs--would also have to be faced. Once the membership and leadership of a congregation were sensitized to the pressures and competing loyalties that inevitably devolve upon any member who accepts a remote or a nontraditional ministerial position, steps could be taken to minimize these effects. The member might be required to return to the congregation during the summer, for example, to engage in the work onlyfor a limited number of years, or to live with congregational members even if not working with them. The role of sacrifice in uniting a community may also provide possibilities for creative~exploration. Periods of congregational service, whether in leadership or in supporting roles, might be one form of sacrifice; budgetary cutbacks to support Some congregational work among the poor might be another. In any event, religious congregations which wish to remain intentional communities, and .yet avoid the traps into which such communities have fallen in the past, must develop the sociological sophistication to choose the integrating mecha-nisms most suited to their needs and those of their members. Individuals must be encouraged to study and research these techniques; degree programs and summer institutes need to be established to make this possible. Conclusion The dichotomy between intentional community and association which has been developed in this paper marks, in reality, two poles of a continuum along which' most religious communities currently exist. In the ongoing process of moving back and forth between these poles, not all bfa congregation's members are likely to agree, either on the degree of intentional community that remains appropriate for their charism and ministry, or on the customs and practices to be used in achieving it. Communities may even.decide to divide, formally or informally, into subgroups according to the intensity and style of the integrating practices they desire. Wherever on the contihuum~a congregation ultimately finds itself, to the extent that elements of an intentional community are pres-ent, mechanisms will have to be developed in order to safeguard its unity against outside pressures. To the extent that the group resembles an association, the problem of reconciling the affiliative and emotional needs of the individuals with continuing and active membership in the congregation will have to be faced. There is undoubtedly room in the American church for varieties of religious life which exhibit many different degrees of communal or associational com- " mitment. This article has argued, however, that it is extremely dangerous for the ministerial effectiveness and the very existence' of a congregation not to recognize and choose freely the type of commitment proper to its founder's charism in the late twentieth-century United States. Only by realizing and acknowledging the strength~ and weaknesses inherent in the type of commit-ment they have chosen--which presupposes that they know which one it is---can the strengths be emphasized and the weaknesses minimized. This paper is a call for the integration of previously ignored sociological insights 170 / Review for Religious, March-April, 1985 into the self-study of American religious communities. For some, their very survival may depend on it. NOTES ~James Hitchcock, ~Vocations Holding Up in Traditional Communities" in The Catholic Uni- ¯ verse Bulletin, Cleveland, July 6, 1984, p. 10. * 2Sara Harris, The Sister: The Changing Role of the American Nun (N.Y.: .Bobbs Merrill, 1972), pp. 137-8. 3Benjamin Zablocki, Alienation and Charisma (N.Y.: Free Press, 1980), Chapter 6. 4Sources for my informa[ion on these groups include the following: Rosabeth Moss Kanter, Commitment and Community (Cambridge, MA: Ha~rvard University Press, 1972), Lewis A. Coser, Greedy Institutions (N.Y.: Free Press, 1974), and Benjamin Zablocki, The Joyful Com-munity (Chicago: University of Chicago Press, 1980). ~Bennett M. Berger, The Survival of a Counterculture (Berkeley: University of California Press, 1981), p. 124. 6Zablocki, p. 29. 7Kanter, p. 47. 8Zablocki, p. 39. 9Zabl~cki, p. 52. 10Kanter, p. 46. tlZablocki, p. 47. t2Kanter~ p. 44; Coser, p. 31. ~3Zablocki, p. 172. t4Kanter, p. 84; Zablocki, pp. 129-30. ~Kanter, p. 84; Zablocki, p. 259 ~6Zablocki, p. 250. tTKanter, p. 103. ~SKanter, p. 76. tgZablocki, p. 185. 20Kanter, p.80; Zablocki, p. 281. 2tZablocki, pp. 282-3. 22Zablocki, Alienation and Charisma, p. 289. S¢ also Herbert Schmalenbach, "The Social Category of Communion." 2JJoan Chittister;~ O.S.B., Women, Ministry and the Church (Ramsey, N J: Paulist Press, 1983) ¯ p. 28. 24Tish Sommers, "The Compounding Impact of Age on Sex,, in Ovil Rights Digest, Fall, 1974, pp. 2-9: ~sZablocki, Alienation "and Charisma, p. 325. Jonah and the Vine M. Basil Pennington, 0 C. S. 0 No stranger to these pages, Father Pennington continues to reside and write in St. Joseph's Abbey; Spencer, MA 01562. The nineteenth century was a great time for religious life. At its opening, empty and ruined cloisters stood everywhere in Europe, the fruit of the Pro-test~ nt Reformation and the French Revolution. By the end of the century not only had many of these ruins" been restored with the renewal of the ancient monastic and religious orders but many new religious institutes had come into being: With the opening of the twentieth century these institutes were stretching out to all parts of the world calling the whole human family to spiritual rebirth and renewal. Then suddenly their spirit ~ seemed to really catch on, and the King of Nineveh rose from° his throne and called all to renewal--good Pope John called down the Holy Spirit in a new Pentecost for all humankind. It was disconcerting. Not only had the institution that was to be called to renewal taki~h the lead, but the Spirit seemed to know no bounds. There was a great spiritual renewal among the other religions of the world, and soon spiritual masters from Hinduism and Buddhism were within what we once considered our enclave, calling forth our young men and women, our.prospective members. ¯ The Lord had given us our consoling vine. It shot up overnight. Remember the burgeoning novitiates after the Second World War, the great novitiate buildings we put up in the fifties and sixties--the ones that stand empty now or serve as .conference centers, or which our Buddhist and Hindu brothers and sisters have taken off our hands? Our vine was suddenly cut down. And we sir on our hill, in our little shelter (our new social security benefits?) and gnash our teeth, or we try to keep on doing what we were doing before, with little of the means and less of the fruit, because we are always more and more out-of-date. ¯ Well, not all of us, maybe, but how many of t~s? 171 172 / Review for Religious, March-April, 1985 One of the things we can note in the closing lines, of the Book of Jonah: as God calls him to universal compassion there is in him no breath of conversion. He who had called others--so successfully to conversion, himself will not convert. He sits there in his bitterness. We who have so successfully called the Church and the human family to spiritual renewal have we ourselves ~heeded the call of the Council to true spiritual renewal? Or have we just tried some "adaptations" and .now in our bitterness blame them for our present plight. The publication of the new Code of Canon Law offers us an opportunity to be again confronted, rather directly and concisely, by the message of the Second Vatican Council: a call to religious to be religious. (Religious comes from the latin word: religo, to be bound again bound again to God, most intimately.) The opening canon in the section on religious tells us that our life is for those "who follow Christ more closely under the action of the Holy Spirit"; it is a life ."totally dedicated to God who is loved most of all . dedic~ited to his honor, the upbuilding of the Church and the salvation of the world" (Canon 573). It is "through charity to which the counsels lead that [we] are joined to the Church and its mystery in a special way" (Canon 573). When the code comes to speak of the obligations of religious it states first th'at "religious are to have as their highest rule of life the following of Christ as proposed in the Gospel" (.Canon 662). Then it goes on to state that "contem-plation of divine things and assiduous union with God in prayer is to be the first and foremost duty of all ~religious" (Canon 66.3). When it comes to speak about novitiate formation, it says not only that "the novices are to be led to cultivate human and Christian virtues . to be prepared to cultivate the worship of God in the Sacred Liturgy . to be instructed to read and meditate on the Sacred Scriptures" but also "to be instructed to contemplate the mystery of salvation" (Canon 652): Conte~mplative union with God is for all religious, and novices are to be effectively taught how to open their lives to the contemplative dimension of prayer and life. There was a very interesting developmen~ at the Second Vatican Council (P, ope Paul insisted constantly that the'Code of Canon Law is to be but the practical implementation of what the Spirit had said to us in the Council--a ¯ call to constant renewal). At the first session a long treatise on religious life was offered to the Council Fathers, some one hundred thirty pages. The commission was told to boil it down. They returned to the second session~with thirty five pa, ges. Again, the word was to boil it down. At the third session the Fathers found at their places a brief document of nineteen propositions, very much what we have, with a couple of added paragraphs on monastic life. This,new schema had a very long fo0tnote--almost half as long as the whole text. In this footnote the writers explained that the threefold distinction in regard to religious life that had come into common use from the teaching of Aquinas and was found even in Pius Xll's Humani generis, namely active, contemplativ~e, and Jonah and the Vine / 173 mixed, was not to be retained. There could be no such thing as a simply active religious life. All religious, by the very nature of religious consecration through religious profession, were called to contemplative union with God. Some were. to:be "mere" contemplatives." Others were called to pass on the fruits of their contemplation in apostolic ministry. This very significant shift, a real call to renewal, has been largely~ missed. The code spells it out very clearly. Will we hear? We can continue to sit apart in our pathetic little structures and bewail the fact that no one is paying any attention to us any longer, and leave renewal to ,:the laity, the hierarchy, and the clergy--and to the other religions! We can watch creative, new !ay ministries take on our former missions--in itself not a ¯ bad thing at all. We can watch our most promising youth, who really want to do something to make a difference in a world that is hell-bent on global destruction, respond to the call of the great swamis and roshis who practice what they preach, and of the new prophets who have caught the universalist vision and call for global.unification--perhapsnot such a good thing. But the reality of it all is that we, the sons and daughters of the Book, have, in the intimate revelation of God in Christ and in the empowerment of the sacred tradition and the sacramental life, so much more to bring to the human family. It will only I~e when we teach the fullness of the call of the Gospel, so powerfully re-enunciated in the Second Vatican Council, and actually live what we teach, that we will be credible and effective and attractive--in the right sense of that w.ord--again; The great progenitors of the Second Vatican Coun-cil were, first, John Henry Cardinal Newman, who reminded us that doctrine-- and all else in a living Church--keeps on developing. Hence, we cannot stop with Vatican II, but before we advance beyond it, we have at least to get what it has given us. Can we honestly say we have really absorbed the teaching of the documents of Vatican I19. Certainly I can't, and I have been working with them steadily for over twenty years! Second was Teilhard de Chardin, whose call was ~to a new level of consciousness that integrated the whole of creation, centering all in the heart of Christ; in the awesome power of Divine Love that was poured out in our hearts in the Holy Spirit who groans within us to be free to do mighty things in and through us: things of prayer and worship, things of empowerment and life. Have we heard Newman and Chardin? Are we stretching to keep develop-ing, and expanding our loving concern and our creative vision to the whole of. the human project, the divine creative project? Sad to say, not a few monasteries, not a few religious'institutes look a bit like Jonah on his hill, under his little structure, with his wilted vine lying prone across the opening. Elderly monks and religious seem to be saying: "Enough! I won't begin anew. I have done enough. Let it die with me. After all my years ¯ of service they rush on to new things and take no notice of all I have done." Maybe the younger religious don't realize it, but the charism of the com-munity, that precious gift to the Church and the human family, is incarnate in 174 / Review for Religious, March-April, 1985 the seniors. However, can we blame the younger ones (who are often all too few or even non-existent), those in whom the call to share this same charism is awakening,if they do not see it when the seniors allow it to be hidden under the bushels of structures and attitudes that do not let its light shine forth? The Second Vatican Council, or rather the Holy Spirit speaking through the council, asked us to bring this precious heritage into confluence, or we might even say confrrntation, with the signs of the times. Sure, that is going to cause upheaval or at least unrest and some tension. But what is the alternative? To sit with Jonah in our shack and groan? Renewal .is going on among the laity. They are taking on many of the tasks and missions that ~religious have done so well. And perhaps they are even doing them more effectively in a secular world. Renewal is going on among the Eastern religions and their renewed "religious," the swamis and gurus and roshis, seem to be more effectively serving, and attracting to their ranks, the fine young people who used to enter our novitiates. (How often when standing listening to an impressive young TM teacher or an EST seminar leader or a "Moonie" who has just earned his PhD at Harvard, have I thought to myself: this young man would surely have been a Jesuit in the pre-Vatican II days.) ~ Are we going to watch all this as passive spectators, cheering it on, or worse, lamenting over it? Or are we going to be open to the spirit of Newman and Chardin, adapted to our own particular charism, a priceless gift of God to the Church, and take full part in the tremendous spiritual renewal of our times which we in,great part are responsible for inaugurating? Even if there is a wonderful spiritual renewal taking place in many corners of our society and our globe, they are still just corners. Depressing, competi-tive, greedy materialism is the rampant reality. Millions and millions still are not in touch with the spiritual dimension of their being, and know only ultimate frustration. There is plenty of work for us all. The new code says our consecrated life is to be "an outstanding sign in the Church--and beyond--foretelling the heavenly glory" (Canon 573)--giving to the human person something big enough to call him or her forth fully, and to make life truly worthwhile. This is our call. And so--what now? Provincials as "Cultural Revolutionaries": The Role of Provincial Superiors Today Gerald A. Arbuckle, S.M. Father Arbuckle has become a more frequent and influential contributor to our pages of late. The present article continues his study of government in religious communities considered under particular aspects. His earlier study, ~General Government: Its Leadership Role Today" appeared in the November/December issue of 1984. Himself a member of his congregation's General Administration, Father Arbuckle resides, and may be addressed, at their headquarters: Padri Maristi; Via Alessandro Poerio 63; 00152 Roma, Italy. ~nnovation is at the heart of survival and growth. Without innovation in response to rapidly changing conditions, human groups stagnate and die. This is true of business firms, of local and national economies. It is also true of religious ~ongregations, of provinces within the congregations.l Religious exist to serve the Church. They are to be concerned not just for the survival of their own province and congregation, but in particular they are primarily oriented to spearhead pastoral and spiritual growth within the Church. They are to be specialists in innovation: "Their whole lives are dedi-cated to God's service." Religious are to show forth "boldness of initiatives."2 In quite expressive language, the document Mutuae Relationes emphatically insists on the innovative role. of religious:~ there is need "to devise new, inge-nious, and courageous ecclesial experimrnts under the inspiration of the Holy Spirit . A responsiveness rich in creative initiative is eminently compatible with the charismatic nature of the religious life."3 Innovation is the generation, acceptance, and implementation of new ideas, pastoral methods or servibes, whatever can help develop within ourselves and in others the kingdom of God. Application and implementation are at the core of this definition; it involves the ability to change or to adapt.4 Easy enough to define innovation. But how does innovation take place? What role do major superiors, especially provincials, have in stimulating change? 175 176 / Review for Religious, March-April, 1985 This paper is an attempt to answer these questions. I propose to approach this key topic by: -summarizing recent management studies on how innovation takes place; -summarizing relevant research conclusions of applied anthropology; -applying these insights to the role of provincials within religious congre-gations. I believe provincials today face challenges,that their predecessors rarely confronted prior to Vatican II. They are called to be change-agents within their congregations; in fact, I believe the future of their congregations might well be said to rest in their hands. But, through no fault of their own, they often do not know what to do. If they do know what to do, they often do not know how to go about stimulating innovation. Japanese and American Business Cultures During the world's tough economic years after 1978, the picture on either side of the Pacific Ocean was remarkably different: soup kitchens in Detroit contrasted vividly with an apparent freedom from economic depression in Japan, where business firms exported more and mo?e the things that Ameri-cans made once upon a time. Some people almost in a fit of hysteria have called for more protectionism against the "Japanese m~nace." Saner minds, however, do not blame the Japanese or the tardiness of the American govern-ment to build trade barriers, but they blame the limitations of America's managerial culture.5 Recently I noticed a bank advertisement in O'Hare air-port, Chicago, which stated: "In Chicago, nothing takes off faster than a Good Idea." This is not as accurate as it should be, simply because the Ameri-can culture at large, and the management sub-c.ulture, are not as conducive and supportive of innovation as is the Japanese cultural system. Several man-agement experts, therefore, have concentrated their research not so much on the psychology of industry or business management, but on the anthropology of culture and culture change in relation to business action.6 By culture we mean that network of common meanings ~and values that is deeply rooted in the corisciousnessiunconsciousness of a group of people. This network gives life to distinctive structures and institutions, myths and symbols. The symbols of a people have many.meanings that are deeply real to those who share them; they give people a sense of identity, security, purpose. But since they are derived so much more from the heart than the head they are difficult for outsiders to grasp and describe. What are the significant differences b~tween the two business cultures? There are two key variables the individual or potential innovator and the group--and both are given different emphases in the two cultures. Both cul-tures stress the importance of change-agents or innova!ors, that is of people who are gifted with the "art of anticipating the need for, and of leading, productive change."7 In Japanese culture, innovators evoke change in and through the harmonious support and active participation of the ~roup. L~yalty Provincials as "Cultural Revolutionaries" / 177 to one's group is a most respected personal attribute. The culture emphasizes harmony not for the purposes of maintaining the status quo but for innovation. Group leaders know this and hence concentrate less on the task of production than on thee growth of good relations, morale, value~ that support .innovators within"the group. The innovators themselves do not seek to stand outside the group; they recognize that only through the active support and participation of the group itself will the ideas be implemented) But in Western business culture, reflecting the broader culture of the society, group leaders tend to stress the productive task to the neglect, of group mainte-nance activities. Theoretically there is an assent to the need for building a supportive innovative culture, but "American managers don't quite realize that what they are creating requires a lot of energy and attention from them to sustain."9 The Western culture, and in particular the American way of life, gives vigorous support and status to independence, to being "a rugged individualist." The American West may have been built by thousands of"rugged individuals spread over the vast frontier. But millions of lone rangers employed under a few thousand cor~porate roofs may not much longer prove workable."~° In this system the rugged individual, the would-be innovator or change agent, must struggle and battle alone to prove the. value .of his or her insight. The group is assumed to have what .really adds up to a negative or opposition, role. The individual, as it were, stands outside the .group; the group is not assumed to have any substantial role in helping to stimulate the innovative idea or in participating in .its implementation. In the Japanese culture the innovative idea can tr.uly be said to be the group's, though articulated at first by a particular person; .in American, or Western cultures in general, that is not the case. The consequence for Western economies of course is unfortunate. It generally takes an extraordinarily tough individual to sustain his or her enthusiasm in the face of constant passive or open opposition. Little wonder that managerial researchers complain about the deadening restraints on innovation in Western business cultures. The firms that are notably successful today in America are precisely those where the leadership recognizes that the primary task is to clarify, articulate and insist on key values: quality goods and setA, ices,: the participation of all employees in, discovering .and supporting people who have new ideas for the maintenance of quality. This task of leadership is a tough assignment. If it fails, then the business culture becomes stagnant, oppressive of innovators and new ideas.~ So, if American (and Western) businesses are to become truly competi-tive. with, Japanese enterprises, their leaders must become and remain cultur~al revolutionaries. Then the advertisement at O'Hare airport will be accurate! Innovation and Innovators: ~nsights of Applied Anthropology . Anthropologists in general have the reputation of always aiming to preserve what is traditional. If they do take that approach, it is because the' general thrUst of socio-economic development programs, particularly in Third World 1711 / Review for Religious, March-April, 1985 countries, has been in the direction of what an expert on fisheries once called "bulldozing the tropics into civilization.''~2 In the 1960s and 1970s (to a less extent) it was rare indeed for development experts to ~ake into account the fact that people are human beings and also have distinctive cultures.,The so-called experts descended as it were from on high with the "good news of develop-ment." The people had to listen "with gratitude," do what they were told and rbecome "rich and good" just like Westerners! Since so many projects have failed or are failing, there is a greater openness to turn to anthropologists to help uncover why "the good news" became "bad news," The ignorance of.the experts might have been bliss for them, but their lack of wisdom has meant immense suffering for the people, The following general conclusions have emerged from the study of anthro-pologists into the success or otherwise of development projects: 1. Changes will succeed only if they are in response to felt needs of the people. The discovery of what in fact are the real felt needs of a group of people is a long and difficult task. It is so easy for the would-be innovator to impose his own needs on people who for the sake of peace agree. I came across an example of two American volunteer development workers on a South Pacific island, who were worried by the fact that the ladies of the village had to go down a rough slope to a river to do the washing~ So, they imported cement, "convinced" the ladies that the use of the village washing tubs would be far more convenient. After the tubs had been built, the good ladies used them for one day and back they went to the river. The volunteers were annoyed, but humble enough to ask why the tubs were not used: "We like togossip about the men; If you wash at the tubs, the men will hear. Also, our backs are sore from standing at the tubs. We like to squat when we do the washing!" In order tO obtain the real felt needs, there must be lengthy and tiring dialogue based on the willingness to learn on all sides, considerable questioning and active listening by the change-agent. 2. Innovative leadership must be encouraged to emerge from within the group and be supported by the group. A girl was taken from a Fijian village and trained in the capital city in how to improve the nutrition quality of village cooking. She went .back full of enthusiasm; within a few days she was back to the old style of cooking. Why? No one in the capital thought it important to work with villagers on the spot to heip them become accepting of change and Supportive of the local innovator. The experts expected the impossible of one person. This is a critical point. Innovators or change agents are "the right people in the right place at theright time."~3 The right people are the would-be innovators because they have ideas that look beyond the established ways of doing things. By the right places we mean that the people who have to be motivated to accept the ideas are willing in fact to be motivated and to participate in implementing Provincials as "Cultural Revolutionaries" / 1"/9 the ideas. The would-be innovator and the group are not to be in opposition to each other, but are to be integrated.into a team. The task of the main leader or ~main innovator--often one who holds an official position, e.g. government officer, town mayor, village chief--is precisely to help create space for individ- ' uals to "get the,power to experiment, to create, to develop to test--to inno-vate." t4 This means that a tremendous amount of time and energy must go into disposing the group to be open to change, to be positively accepting of the innovator. There is no short cut! The more the group is encouraged to become the agent of its own growth, the more in fact it will b~ sensitive to the need for the right type of innovators. Would-be innovators tend to.fall into two broad types: those who are basi-cally loners, uninterested in the group, possibly deeply bitter about being rejected by the group. Unless they can get over their spirit of excessive individ- - ualism, such people, because of personal reasons and/or the neglect by the group, can obstruct growth. There are others; however, who have been pushed to the margins of the group's life, but who still are deeply attached to the welfare of the group and who in their own way sorrow for the sense of blind conservatism and fatalism that the group expresses. These are the people that should be very specially spotted and encouraged by the main change-agent or change-catalyst. 3. Deyelopment projects are more readily successful, if there is maximum delegation and involvement within small groups. For example, I found credit unions far more successful than large-scale business co-operatives in Fiji, because the former were village-peopled based, but the latter were firmly directed from the capital city by government officials. The people felt the credit unions .were theirs; they "owned them" by participating daily in" credit union affairs, their management, direction. But, this could be done only because credit .union values of cooperation and honesty were con-stantly articulated by the official educational change-agems. And the people were called to the accountable by their own leaders on.the basis of these values. ~ 4. The innovators must not move faster than the group. The innovator can be so far out front that the people lose confidence in the project. The innovator in this case is equivalently' demanding culture changes that require too many risks for the people; identity and security are endangered. So, the people retreat to old and familiar values 'and customs. They cannot be blamed for this. They have everything to lose, but the insensitive innovator with his skills and status may have little to lose. By way of summary, there are three indisputable research conclusions: people definitely resist cultural .changes that appear to threaten their basic securities; they resist changes they do not understand and they resist changes that are being forced oti them.~6 But these conclusions all sound so logical, so obvious. Why are they so 180 / Review for Religious, March-April, 1985 frequently ignored, in practi~ce by even the most educated and intelligent'of people? I can pinpoint four reasons in particular. First, it is not easy for many of us to realize that all change involves in one way or another culture change, that is change in values, new security systems, and more. And culture change basically is very slow. We belong to a culture that has come to assume instant answers to instant problems! It is difficult for. us.to grasp the reality that the innovation process is a combination of technical and human or cultural factors, rather than being a purely technical or mechan-ical matter. The would-be innovator requires considerable patience and open-ness to learn just how change takes place. o Secondly, leadership is so often confused, with the use of authority. It is assumed that change can take place simply by command.For example, it was decided in the mid-1940s that Fijians should have in their villages hygenic toilets of a simple design. The word went out from London, eventually reach-ing the district British officers in rural Fiji. The fine toilets were built .by the villagers, under British direction, but not used! Officials "forgot" to involve the .villagers in a decision that concerned them. True leadership aims to evoke participation. This is-often more important than what is visibly done. Thirdly, no matter how intelligent and educated the innovator may be, if he is insensitive to the dignity of the people the project will fail. People yearn to grow as people through participation in all that concerns their lives. If they are refused the chance to participate, or if they sense the innovator is out to manipulate them by going through the motions of participation, then they will withdraw from involvement and become passiveand angry observers. When I was researching in Fiji into village development, I was frequently told by colonial officials that "Fijians simply cannot handle their own affairs.': The tragedy is that the people had been told this so often that many had come to believe it. When the credit union movement was brought to Fiji by an Ameri-can Jesuit, Marion Ganey, the people showed that the colonial officials were wrong. The people discovered that they could handle their own affairs. A major factor in this movement of self-growth for the people was the deep faith that the Jesuit expressed in the people and their potential. One Fijian in village summed up what this meant for him: "When he comes into the village, even though he cannot speak our language, we feel ten feet taller and ten .years younger!" Respect for people must spring not from fine words, but from ~the deep conviction in the heart. People sense whether it is there or not. Fourthly, would-be change-agents can fall into what really is culture shock. People when confronted with a culture that is different from their own can feel so lost that they really cannot cope. They lose all sense of judgment and may well begin by acting in a thoroughly authoritarian manner in order to cope. In brief, the findings of contemporary managerial and applied anthropology studies are the same. Innovation is the key to survival and growth. Innovation flourishes in. those cultures in which innovators and people are positively interacting and participating together in implementing the new, ideas. No mat-ter what position the potential innovator holds, e.g. manager, village chief, Provincials as "Cultural Revolutionaries"/ 181 government officer, church official, member of a group, to be ultimately effec-tive he or she must be imbued with a philosophy of deep respect for the .potential of the people to be masters of their own growth. As George Foster notes: ''The ethic of helping people change their culture includes knowing what the culture is. what its processes of change are. It is ~not enough to be a competent technician, morally fortified with the unquestioned assumptions of goodness of one's profession . The ethic irivolves restraint and caution in missionary zeal. It means. [being] careful not to plan for people, but to work with them in searching for realistic answers to their problems . .It means learning to be humble, to be willing to learn . It means sympathy and tolerance . It means a genuine and unselfish desire to help., in a realistic way based on full understanding of the nature of culture."17 The warning of the wise Lao-tzu centuries ago remains universally true: "As for the best leaders, the people do not notice their existence. The next best, the people .honor and praise. The next, thepeople fear; and the next, the people hat~ . When the best leader's work is done the people~say, 'We did it ourselves.'" Challenges Confronting Contemporary Provincials The Church's culture, prior to Vatican II, was highly structured and open to little change at any level. Its mission was clear and its pastoral methods were considered to be universally validono matter what culture was being evangelized. Religious congregations reflected, this type of culture. Major superiors gave clear commands, reminding people of the importance tq maintain the rules of the community. They commanded; subjects were expected to obey. Certainly they did not expect to be consulted. It was assumed that superiors knew what was right, what God wanted. But with Vatican II superiors and their fellow "religious were reminded that together they hadto s~arch to discover what God was asking of them. Pastoral methods that were once valid could no longer be considered so in a world subject to chronic change. These new emphases and values undermined t.he security and identity of the old religious-life culture. Questions replaced answers; clear and simple command~ gave way to process. Sole authority yielded to rule by committee. We know well the malaise and confusion that hit congregations and individual religious.~a The role of the contemporary provincial is an unenviable one. How can a provincial stimulate a province to accept a culture in which the religious are open to change, effectively willing to participate in change, are supportive of innovation and innovators? In order to understand the complex nature of this challenge, I will construct a "typical contemporary .province culture." I will then summarize various possible reactions on the part of~a provincial when faced with such a culture. Since we are dealing with a cultural construct or type or model, it is inevitable that there will be oversimplifications, imprecisions. Readers can make their own additions or subtractions. A Typical Province Culture -Membership is aging; few, if any, recruits. -A significant number of religious were trained under the pre-Vatican 1112 / Review for Religious, March-April, 1985 model in which creativity and innovation were discouraged. -A significant percentage of religious are distressed, disoriented, by the theological, pastoral and spiritual emphases following~Vatican II. -The province, in whole or in part, denies that there are real manpower crises which demand positive planning and changes. -Houses are closed; pastoral works put aside, not because of creative, forward~looking pastoral planning, but because the province has run out of manpower resources. -A significant percentage of the province is spiritually uninspired and uninspiring. -Small groups of reiigious or individuals are marginalized because of their innovative pastoral ideas and practices, or because they ask out of deep love for the Church andfor the congregation challenging questions relat-ing to renewal, or because their radical religious lifestyles are uncomfort-able. to the power forces in the province.~9 -Religious strongly support decentralization of authority and personal freedom, but do not support a corresponding accountability to major superiors and to the province. In this cultural model of course there are values and practices that are in conflict with each other. In fact, it can happen tha~ in this model many religious find little of substance that they have in common. What happens when a newly elected provincial is confronted with a province'that approximates this type? He can react in a culture-shock manner or accept the reality in an ~understanding way and, adopting the operational principles that should guide any would-be change-agent (described above), proceed to help cultivate a religious-life culture that is innovative, effectively open to change, a culture in which religious support innovation and partiCipa~te in its implementation. A brief look first at possible models of culture-shock reactions of the new provincial. Again, it is important to note that we are constructing models; it is necessary to indicate emphases rather than rounded descriptions. ' 1. The Minister Provincial: one who concentrates almost exclusively on the welfare of the individual religious; planning and animation are neglected. 2. The Administrator Provincial: one who keeps to his office desk, involv-ing himself as far as possible in paper work; ministering and animation are neglected. 3. The Preacher Provincial: one who concentrates on preaching about the need for change; planning and ministering are avoided. He has an impact on no one. 4. The Laissez-faire Provincial: he opts out of all key functions. He assumes that kind words to all will produce lasting peace. Others assert leadership by default, but it is a leadership that builds up power for some strong sections of the provinre to the detriment of weaker power ~blocks. Provincials as "Cultural Revolutionaries" / 183 5. The Planner Provincial'. this is the dreamer who devises all kinds of plans for change, but avoids the nitty-gritty of organizing the imple-mentation of the plans, the hard grind of administration and the demanding task of animation and ministering to the religious of the province. 6. The Authoritarian Provinciak this is the one who assumes he can min-ister to the religious, plan, administer and animate allby himself. Refus-ing to dialogue or to delegate, he believes "it is time that religious obeyed, put their heads down and got on with the job." He may set up a variety of committees, not to hear what they say, but to get things done that he decides should be done. Given the pressures on a provincial today, we must not be surprised:if some behave in ways that approximate to one or other of these models. So great can ¯ culture-shock be that individuals may not consciously be aware of why they react in these ways. We are now in a better position to look at objectively what the functions of a provincial are today, how he or she should act in a reasoned way when confronted with the task of fostering a culture supportive of innovation. The Provincial as a Cultural Change-Agent Leadership has to do with meeting needs. Religious need a sense of spiritual purpose, they need to feel valued by fellow religious, they need to participate in decisions that affect them, they need to be stimulated to accept in an ongoing way the call toa deep union in Christ; the province has need to be cleai" as to its goals and how to realize these goals in practice, it needs a culture that is ¯ supportive of change and change agents. Provincials truly exercise leadership to the degree that they respond to these needs. We are here speaking of transformational leadership, as defined by J. M. Bums. For him: "Transform-ing leadership ultimately becomes moral in that it raises the level of human conduct and ethical aspiration for both leader and led, and thus it has a transforming effect on both."20 It is a leadership that rarely uses the authority of the office, not a leadership that moves people to act "by the sheer over-whelming magic of his personality and persuasive powers.TM The type of leadership the provincial should be exercising is described in the findings of applied anthropology given above. It is therefore a leadership that aims to help religious discover, individually ~and corporately, that they have within them-selves the power and the commitment to enter into a process of innovative change in service of the Lord and his Church. Such a provincial is "influential by strengtheningand inspiriting his audience . The leader arouses confidence in his followers. The followers feel better able to accomplish whatever goals he and.they share."~2 This is an extremely tough assignment. A provincial has several definite functions as a leader: to ministe~ in a pastoral way to the needs of individual religious, to plan for the future of the province, to administer the province by implementing the plan and to animate Review for Religious, March-April, 1985 the whole province' to be part of the planning and implementation of the corporate plan. Each function is related to each other function listed. How in practic~ are these functions to be realized so that no one function achieves a priority it should not have? I believe a provincial can fulfill the mandate to lead the province by empowering individuals and groups to use their gifts for the common good; by helping the province to discover 'its common goals; by helping the province to discover the means 0f.achieving the g0als.23 Let me explain the meaning of each of these statements: 1. ?he Empowering of Individuals and Groups ,~ Individuals and groups need to be reminded that they are called to serve the Church as committed religious, placing whatever gifts God has given them at the disposal of others; In the post-Vatican Church this is a most demanding provincial apostolate, particularly when so many religious have been personally wounded or disoriented as a result ofthe cultural changes following the Coun-cil. Tremendous patience in listening is required. Religious in fact may need specialized help if their sense of self-worth and confidence is .to be restored to them. However, the more religious are affirmed in the gifts given by God, the more they are open to participate actively in sharing their visions with others and in supporting innovation. In his visitations the provincial is also able to discover individuals who are already change-agents or potentially so. They may need affirming in their role, particularly if there is opposition to their insights~ The provincial, eventually using his authority, may then decide 'to place these change-agents in positions where these people can be the most productive. He can spot those religious who with further training are able to become change-agents, e.g. as spiritual leaders, administrators, pastoral leaders. ~ At the corporate and individual levels, he articulates the values that relate to the welfare and purpose of the province, e.g. values of'Christian service, cooperation, participation, support for innovators. This role is called the "hands-on, value-driven" approach, an apt description that religious life ani-mation should mean.24 It is a role that requires the provincial to keep challeng-ing the province, to keep 'raising awkward or difficult questions that others do not want to raise, e.g, what is the purpose of what you are doing?why are we in this particular apostolate--just because we. have always been doing it or because this is what God wants us to do because people really need it? what ideas do you have to improve the quality of your apostolate? It is not sufficient to ask the questions; he miast be on the spot, either personally or through a delegate, to hear the answers and to ,question further if the answers are not adequate. Remember, this. is the only way for the real pastoral felt needs to emerge. The more religious.are forced into responding to such questions, the more in fact they are being empowered to utilize their God-given gifts. The word forced needs to'be further explained. In order to be forced into Provincials as "'Cuhural Revolutionaries'" / 185 reacting to realities, it might well be necessary for a provincial .to cultivate in certain circumstances a "planned apostolic neglect or avoidance" of individuals or groups. Sometimes people will not respond to reality until they are forced to do so through suffering and the discovery of their own powerlessness. The discerning provincial will know just when this suffering should be permitted to occur.25 For periods of time he may become the object of considerable anger from the individuals or groups in question who keep demanding that "he solve their problems." I recall me.eting members of a credit union in one Fijian village that for several years had become inactive. They told me that for a long time they blamed outsiders for their problems. The founder, Fr: Ganey, kept away quite deliberately until the people finally realized that they were the source of their own inactivity. They expressed gratitude for the skilled neglebt on his part. Paradoxically, this is an example of the "hands-on, value-driven" type of leadership. 2. Helping the Province to Discover Common Goals . Without common goals, a religious province will break up into many competing groups, struggiing for ascendancy over one another and for:control over ever-declining manpower or financial resources. Just as the. discovery of what the province's felt needs are is a long and difficult process, so also will it be challengingto refine the common goals that relate to these needs. A provincial might be °able to discover the goals ,himself and articulate them to the whole province. Notionally the province might accept them, but in practice they will reject them for they have never had the chance to own them by participating in discovering them themselves. How are these goals to be discovered and articulated? We all know from bitter experience how chapters so frequently end up with finely worded state-ments of goals for°the province and for this or that apostolate. But, once the texts are published they are shelved and nothing happens, until the next chapter when the same procedure is adopted! Recall the anthropological insight above: projects are more readily successful if there is maximum delega-tion and involvement within small groups. If this is done in provinces and the information and experience of the groups are fed up to a chapter or provincial council, then the goals that emerge will more likely be owned by the whole province. A provincial then will use interest groups and, if necessary, foster new groups to emerge that are close to where action is taking place. Delegation is insufficient; he must keep calling them to accountability. When this process is adopted, time-consuming though it may be, individuals with innovative ideas are more likely to emerge and their insights more easily owned by the group. From the point of vie~w of a desk administrator, the approach is not particularly efficient as regards t~he use of time, but it will definitely be effective. It means, of course, that the provincial either directly or indirectly will be present to these groups, actively listening,.challenging them to see their goals and objectives in 186 / Review for Religiouy, March-April, 1985 light of wider corporate needs and goals. If he ignores them, they rightly become discouraged, bitter and angry, eventually either going their own way independent of ~he provinc.e's needs or becoming purely passive, without any interest in innovation. 3. Helping the Province to Discover the Means to Achieve Goals A province that denies it has a manpower problem, when in fact it obviously has, must be challenged to recognize this reality. I heard of one province of a congregation which expected at the very most to have three priests ordained for the coming ten years. The provincial chapter encouraged each apostolate to state their manpower needs; they did and they were accepted without question by the chapter. No one wanted to accept the fact that the total manpower requirements of the province as passed by the chapter were twenty priests beyond what the province could ever possibly field. A province that is really participating in its own growth at the grassroots would never have,reached such an unrealistic state of denying the obvious. A provin-cial will work closely with various interest and apostolic groups, challenging and planning how to achieve the goals established by the groups and by ~the province as a whole. Moreover, the provincial will aim to discover just what the criteria for manpower assessment is being used at the grassroots. For example, if the Church is defined in organizational or hierarchical terms, then low recruitment coupled with an aging membership in a clerical religious congregation is a severe crisis. On the other hand, if the Church is defined in community terms, the present search for new directions promises all kinds of possible ~theological and sociological variations in forms of ministry.26 In addition, a province in which many members have been trained to be passive, uncreative, unsupportive of innovation and innovators will have a manpower crisis that is Open to correction by a provincial. A proxiincial who has the ability so to empower religious to discover that they can be creative even in small ways and open to change will be developing resources within the province that were not able to be considered before. In brief, therefore, the provincial's task is to stimulate the province through its own discernment process to an awareness of its own resources. The criteria-- theological and otherwise--need to be spelled out and repeatedly articulated until owned by the province. They cannot be the criteria of the provincial alone. Qualities of the Provincial as Cultural Change-Agent In this paper~it has been assumed that leadership is "the process of influenc-ing the activities of an individual or a group in efforts toward goal achievement in a given situation. In essence, leadership involves accomplishing goals with and through people."27 It means that the leader is concerned about tasks, but also human relations. A provincial will need to know what the mission of the Church is, the charism and: mission of his own congregation, an understanding Provincials as "Cultural Revolutionaries" / 187 of the manpower and financial resources of the province. He will need to know the theory that relates to how to stimulate the province to discover the pastoral needs of the people they exist to serve, and how to go about setting and implementing policies: If he has little knowledge of these points, he can still turn to others for help. But he cannot turn to anyone else ffr his most basic and primary skill, the skill of working with people.28 As applied anthropology points out with incisive clarity, this quality must flow out of his sensitivity to , the innate potential in every human person for responsible self-determination. This sensitivity will inevitably produce empathy, which is the ability to accept people as they are, not to condemn, but also to accept them for their potential. The response of empathy is not necessarily verbal. In fact it is primarily an internal response wherein a provincial identifies with the feelings of the province and the religious members.29 :From this sensitivity there will naturally emerge also a gift of listening, a willingness to enter into dialogue with the province and its religious at a speed that is not insulting to the dignity o.f all concerned. A provincial of this. kind is a humble person, aware of the immense riches of God's grace and power that he will discover even in the most wounded of the province's members. Ultimately, for a provincial such qualities of openness and sensitivity will be maintained, despite the considerable testing, only if his own life is centered within the heart of Christ the Servant (Mt 20:25-28). Rather than command with the authority of status and appointment, the servant: shows by example. Servants seek the free choice of those being led.30 This is the model clearly evident in the new Code of Canon Law (618): "The,authority which Superiors receive from God through the ministry of the Church is to be exercised by them in a spirit of service., i. By their reverence for the human person, they are to promote voluntary obedience, They are to listen willingly ~o their sub-jects and foster their cooperation for the good of the institute and the Church, without prejudice, however, to their authority to decide and to command What is to be done." Finally, what amount of time should a provincial give each of his functions? I believe the greatei" percentage of his time should be directed to ministering to the corporate body, that is the emphasis on planning and animating the province to become a culturesupportive of innovation and participating in innovation. I believe the ministry to individuals should occupy less time:3~ This latter is extremely demanding of energy and it can be never ending. But, it is a vital ministry that can be shared with others in the province. If a provincial is not clear as to his role, he can so easily slip into one or other of his functions to the detriment of the other duties. Conclusion A provincial is the officially appointed chief change-agent for a province. Without his vigorously stimulating leadership, it will be most unlikely that his province will become or remain innovative and creative in the service of the Review for Religious, March-April, 1985 Church. I assume throughout the article that inno~,ation in itself will not really be effective, unless it comes out of a province that is turning with renewed vitality to Christ, the Stimulant and Sustainer of all change. I also assume that there is a process of reappropriation of the founding charism, that is members of the province, reflec.ting on the needs of the world around them on the one hand, and the gospel message on. the other, have the same sense of shock at the gap between them that their founder experienced.32 However, I can almost hear a very committed provincial who is deeply disturbed by the type of problems we have listed in the model of the "typical province" above sayz "What you write sounds good, but it is from an ivory tower. I see several houses in my province that have long since served their apostolic usefulness: I know which way the province should move to touch the real needs of people. I see good-meaning people who are in fact obstructing all change. Therefore, I see the need to move fast and decisively; I will close the "houses and disperse ~he men to places of real apostolic need. One needs to be practical, not theoretical!" I fully sympathize with siach a provincial. But, in this article I claim that the most practical way of changing a culture so that it is supportive of positive innrvation, not just for the present but also for the future, is for a provincial to learn to work with people in the ways explained above. Neither people nor cultures are mechanical structures. By struggling slowly 'to enEourage innovators to develop within the culture and to be sup-ported by the culture of the province, the provincial will be acting in a thor-oughlypractical way. This is the lesson of contemporary managerial studies, of the findirigs of applied anthropology, and, of course, of a spirituality of.growth within religious life in the service of the Church. We spoke in the article of the virtues needed in this challenging role. Together, ithey could be united under one virtue--the gift of humor. A common characteristic of dictators, revolutionaries, and ecclesiastical authoritarians alike is the refusal both to laugh at themselves and to allow others to laugh at them.33 He who has a sense of spiritual humor recognizes deep in his heart that ultimately he can do nothing by himself. He needs God, he needs other people. When lie tries to do everything himself, he plays God~ And what could be funnier! ". See how the kings of the earth stand in array. He who dwells in heaven is laughing at their threats [their pride], the Lord makes light of them" (Ps 2). NOTES ~See Raymond Hostie, The l_zfe and Death of Religious Orders: A Psycho-sociological Approach, (Washington: Cara, 1983, pp. 276ff, and Lawrence Cada, Raymond Fitz, Gertrude Foley, Thomas Giardino and Carol Lichtenberg, Shaping the Coming Age of Religious Life (NY: The Seabury Press, 1979, p. 60 and passim. Provincials as "Cultural Revolutionaries"/ 189 2S.C. for Religious and Secular Institutes and S~C. for Bishops, Directives for the Mutual Relations between B~hops and Religious in the Church, Rome, 1978, par. 12. 31bid. 4See E. E. Hagen, On the Theory of Social Change: How Economic Growth Begins (London: Tavistock, 1962), pp. 88-97. 5See Rosabeth Moss Kanter, The Change Masters: Corporate Entrepreneurs at Work (London: George Allen & Unwin, 1983), pp. 17-36 and passim; William H. Davidson, The Amazing Race: Winning the Techno-rivalry with Japan (NY: John Wiley, 1984), passim. 6E.g. see R. M. Kanter, op. cit.; Terrence E. Deal and Allan A. Kennedy, Corporate Cultures: The Rites and Rituals of Corporate IDle, (Reading: Addison-Wesley, 1982); Thomas J. Peters and Robert H. Waterman, In Search of Excellence: Lessons from America's Best-Run Compan-ies (NY: Harper & Row, 1982). 7R. M. Kanter, op. cit., p. 13. 8See Richard T. Pascale and Anthony G. Athos, The Art of Japanese Management (London: Allen Lane, 1982), pp. 116-140); also Chic Nakane, Japanese Society (Harmondsworth: Penguin, 1973), pp. 88f. 9R. T. Pascale and A. G. Athos, op. cit. p. 126. ~0Ibid, p. 124. ~See T. J. Peter~ and R. H. Waterman, op. cir. p. 291 and passim. nSee Lucy'Mair, Anthropology and Development (London: Macmillan, 1984), p. 13. ~3R. M. Kanter, op. cit., p. 306. ~41bid, p. 23. ~sSee Gerald A. Arbuckle "Economic and Social Development in th~ Fiji Islands through Credit Unions" in Credit Unions in the South Pacific, edited by Nell Runcie (London: University of London Press, 1969), pp. 90-108. irSee (ed) Edward H. Spicer, Human Problems in Technological Change (NY: John Wiley, 1967), p. 18 and passim; Ward Hunt Goodenough, Cooperation in Change: .An Anthropological Approach to Community Development (NY: John Wiley, 1966), passim;:William W. Biddle and Loureide J. Biddle, The Community Development Process: The Rediscovery of Local Initiative (NY: Holt, Rinehart and Winston, 1965), passim. ~T Traditional Cultures: And the Impact of Technological Change (NY: Harper, 1962, pp. 268f. ~sSee Gerald A. Arbuckle, "Why They Leave: Reflections of a Religious Anthropologist" in REVIEW FOR RELIrlOUS, Vol. 42, No. 6, 1983, pp. 815-826. ~gSee Evelyn M. Woodward, "On the Grim Periphery: Reflections on Marginality and Alienation~ in REVlEW FOR RELIGIOUS, ~'ol. 42, No. 5, 1983, pp. 694-711. ~ocited by T. J. Peters and R. H. Waterman, op. cit., p. 83. 2'David McClelland, cited by T. J. Peters and R. H. Waterman, op. cit., p. 84. '2David McClelland, ibid. '3See Speed B. Leas, Leadership and Conflict (Nashville: Abingdon, 1982), p. 28ff. ~4See T. J. Peters and R. H. Waterman, op. cit.,'pp. 279-291. ~For an analysis of "situational leadership" see Paul Hersey and Ken Blanchard, Management of "Organizational Behavior: Utilizing Human' Resources (Englewood Cliffs: Prentice-Hall, 1982), pp~ 149-175. 26See J. Moore, "Some Aspects of the Sociology of Priesthood" in Social Studies: Irish Journal of Sociology, April 1979, p. 129; and William R. Burrows, New Ministries: TheGIobal Context (NY: Orbis, 1980), p. ll7ff. ~TSee E Hersey and K. Blanchard, op. cit., p. 84. ~sSee T. R. Batten, The Human Factor in Community Work (Oxford: Oxford University Press, 1965), p. 181. ~gSee Robert K. Greenleaf, Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness (NY: Paulist, 1977), p. 20f. ~oSee Lawrence O. Richards and Clyde Hoeldtke, A Theology of Church Leadership (Grand Rapids: Zondervan, 1982), p. 107 and passim. 190 / Review for Religious, March-April, 1985 3~See comments by Conleth Overman, Current Issues in Provincial Leadership (Washington: Cam, 1983), p. 76. 32See Finbarr B. Connolly, Religious Life: A Profile of the Future (Dublin: Reality, 19~2), pp: 10ft; Diarmuid O Murchu, The Seed Must Die." Religious Life--Survival or Extinction? (Dub-lin: Veritas, 1980), pp. 35-40 and passim. a~See Conrad Hyers, The Comic Vision and the Christian Faith: A Celebration of Life and laughter (NY: The Pilgrim Press, 1981), p. 24. Christ the Center of O.ur Vowed Life by Boniface Ramsey, O.P. Father Ramsey's three articles on the vows of religion are available as a single reprint: i - The Center of Religious Poverty ii - Christocentric Celibacy iii - Cruciform Obedience Price: $1.75 per copy, plus postage. Address: Review for Religious Rm 428 3601 Lindell Blvd. St. Louis, Missouri 63108 Living the Difference: Contemplative, and Apostolic Lifestyles Marie Beha, OS.C. Sister Marie is a frequent contributor to Revieff for Religious. Her last title, "By His Wounds," appeared in the March/April, 1984 issue. Sister Marie continues to reside in the Monastery of St. Clare; 1916 N. Pleasantburg Drive: Greenville, SC 29609. The letter repeated a familiar theme, "I keep wondering why you did it. Why you entered a contemplative monastery, .instead of loving and serving and praying where you were. What have you found there? What's so different about it?" 1 put the letter down and reflected again on the frequency of such inquir-ies. What db they mean? What do they say, not only about individuals, but also, and especially, about the larger picture of the future of apostolic life and the needs of His church? Those questions are much too big for me; I only ask them by way of "consciousness-raising" of you the reader. My purpose here is far more modest than any attempt to answer such questions. 1 would only like to suggest some of the ways in which monastic contemplative life differs from active; apostolic life. To do this I will tell you a story or two. They are true stories; true to my own experier~ce but also limited by it. And further limited, as are most stories, by touching only on externals. But underneath what appears lies all the .difference of attitudes and value choices. In short, my stories hope to be parables! Life in a contemplative, monastic community is a completely different kind of life: it is not active, apostolic life, with more provisions for times of prayer, silence, and so forth. Nor is it, by any means, a reliquary of pre-Vati-can 11 customs untainted by the adaptations of renewal. No, it is a completely different kind of life, a unique way of expressing the love of God and neighbor and of serving the Church which undergirds all Christian life. Let me try to illustrate some of these differences with a parable or two. 191 199/ Review for Religious, March-April, 1985 A Matter of Timing -, The bell ending supper-recreation had just rung and the schedule 1 had been given guided my steps toward the kitchen. The last exercises of the monastic day were: 7 p.m.: dishes; 7:30 p.m.: Night Prayer. 1 noticed that there were plenty of dishes, stacks of them. The cook had been baking, and so we had an assortment of taxing bowls and loaf trays to add to the usual array of pots and pans. I checked my watch and made some quick equations. Amount of work' to be done divided by time till Compline equals rate of speed at which dishes must be washed. It would be close timing, and 1 pitched in with more good will than skill. After several such evenings 1 began to notice something: I was the only one working at that rate of speed--to say nothing of noise level and general confusion I generated. The other sisters were quietly, peacefully, going about their usual work--at the usual rate of speed. "We'll never get finished that way!" l was right. We didn't get finished on time. Night Prayer did not start at 7:30. But I also noticed that no one else seemed disturbed, l commented on this interesting phenomenon to another sister. She was surprised. She cor-rected my schedule to read: "Night Prayer after dishes?" She also challenged my thinking: "What's the hurry? Where are you going?" Not Counting the Cost My second story could be titled, "Quantity: a Further Qualification?' A generous benefactor had endowed the monastery with bushel upon bushel of Eeaches, all needing almost immediate attention, it was "All hands report to the kitchen" for several days of hard work, punctuated only by the regular rhythm of the Office. At the end of several very full days that, with the community refreshed by peaches served in any number of creative ways, we finally got the remainder of the fruit stored away intb jars. It was with a feeling of genuine accomplish-ment. that I asked the~sister in charge, "How many quarts did we can?" Again that startled !ook. "How many? 1 have no idea, sister; I never thought to count but 1 can if you want me to." Obligingly she did and reported next day. But 1 could see that she remained puzzled by my interest so ! observed, "You hadn't counted them before, had you?" "Oh, no; we just do as many as we can. How many doesn't make any real .difference, does it?" Well, does it? 1 had more thinking to do. 1 could very well imagine any number of people answering that question with a rousing affirmative: "Of course!" Again I computed my answer, based on previous life-experience. Price per jar is the product of outlay for raw materials times the .number of hours needed to produce the finished product. ! pursued my line of thinking a bit further and calculated the cost of our seVeral :days of labor. Evenat minimum wages those were expensive peaches! I didn't see how we could afford such luxuries, I reported my findings .back to the sister of whom I had made my previous inquiry. 1 could see from the expression on her face that she found my analysis Living the Difference / 193 puzzling. "But someone gave us the peaches and we had the time . " Her math went something like this: "given the peaches; given the hard work and the time," 'it all added up to total gift. There was no need for any further computation. Who Is Gifted? "Everything is grace." Everything is gift--if it is given. A visiting sister was being introduced to the community. Name followed name in bewildering rapidity uninterrupted by any qualifying phrase. Only the abbess was further identified by the job-description of her title. I could sense Our visitor"s barely suppressed desire for some functional description to distinguish one "Sister" from another "Sister," and these from still more "Sisters." I began to let my mind roam over the possibilities. You could say: "Sister X is cook right now." But next year it would be another sister's turn either to learn hbw or to manage with expertise. No matter. And "sister A is presently the laundress." A promotion, a demotion? The job meant neither. All such speculation is simply useless, l can still recall with amusement the shocked look on the face of another visitor who had: risked asking an obviously r~fined and very well-educated sister, "And what do you do?" And the sister an-swered, truthfully enough, "Oh, I'm in maintenance right now." The truth is that no amount of natural giftedness, no degree of profes-sional' preparation will ensure success as a contemplative. Accomplishment is far less important than whole-hearted effort. And in this area there are no objectivized standards, no satisfying sense of accomplishment. In a contem- ¯ plative community the most gifted are not the individuals with the most to give, but rather those who give the most of themselves. The prized "positions" are, very often, those that allow for routine repeti-tive work that can quiet the mind and open it for deeper levels of prayer~ a . "lived mantra." But newcomers to contemplative life have to discover these values disguised in the monastic staple of manual work. On the face of things, one could only agree with a new postulant whose previous career in social work had included service in a shelter workshop. On being introduced to the routine work of the altar-bread room, her classic comment was, "What a marvelous type of work this would be"for a shelter workshop." The other sisters engaged in baking and cutting and checking hosts could only enjoy their newfound classification among the "retarded." What does one's doing have to do with who one is? ~. What Do You Do All Day? This is not my favorite question. And frequent repetition has not given me any more ready an answer. Sometimes the more knowledgeable questioner will add with understandable awe--or skepticism--"Pray? Do you pray all day?" Experience has shown me that the bare recitation of the monastic schedule doesn't provide a satisfying answer. In fact, it may well obscure rather 194 / Review for Religious, March-April, 1985 than reveal the truth about ou~" activity and its meaning~ Only too often the next question is: "Aren't you bored?" No, certainly not. The last time I was bored was so far in the past that 1 would have to mount a sweep-and-search operation to discover it. If the dailiness of my life were not. rich and full 1 would leave and try another style of living, one that offered the possibilities of more interesting avenues of escape! Granted, the e~ternals of the monastic day do have a certain fixed struc-ture to them. From Easter to Thanksgiving and through the New Year, the regularly recurring Hours of the Liturgy spell out continuous praise. Breakfast on Christmas morning will be celebrated in the same silence that prevails at the beginning of any "ordinary" day. So too the gathering peace of a Fourth-of- July evening after Night Prayer will be just as quiet as that of any other completed day. All of which does not rule out celebration. On the contrary, the liturgy of monastic life requires celebration. Unfortunately, it is easier to explain the staples of monastic scheduling than to present the nuances of silent celebrat-ing~ So let me try another story. It was watermelon season in the South, and our garden had produced a superabundance "pressed down and running over" with additional benefactions from other fortunate gardeners. After a full morning of grass mowing I came into choir at noon,:grateful for Midday Prayer's refreshing pause. Dinner routinely followed and the monastic menu had some of the same invariability: simple, nourishing food for which hunger provided most of the spice and sauce: the main dish would be several vegeta-bles completed by fruit for dessert. This day, once again, there were generous slices of cold watermelon. Now I'll confess, watermelon is not my favorite fruit. But as I sat down in silence, .giving thanks by opening myself to enjoyment, l suddenly found myself alive to the deep down goodness of--watermelon! Nothing had ever tasted so good. And another eucharist was celebrated. So what do contemplatives do all day? They celebrate the ordinary and enjoy its giftedness. Routine simply stabilizes their capacity for wonder. Lei-sure opens their work,to prayer and regular periods of formal prayer prevent work from becoming its own taskmaster. Bored? Never. There is too much challenge in the being/doing that is living. "But;" l hear you ask: "what's the living for?" Is Seeing Believing or Is Believing Seeing? If the bottom line of any loving is faith's free assent, then contemplative life can only be sustained in a faith that believes even when there is'nothing to show or even to see for oneself. And it's such blindness that illuminates everything and makes it all worthwhile in redemption's economy. To illustrate with another story or two. 1 had to make a trip to another monastery and ! was laying out my preliminary plans for this unusual venture with the abbess. Would | fly? Or Lt'ving the Difference / 195 take the bus? Sister replied that she would prefer I took the plane: it would be worth the extra expense. I heard her caring, and I appreciated its typical concern. But when next we spoke 1 shared with her the details of my further research on the subject of the. bus and its costs, all carefully detailed and worked out. The abbess stopped me halfway. "But, Sister, I already told you l would prefer thht you fly." That grounded me for a while. She commended my original initiative and recognized my desire to go the way of the poor. "Yet 'He became obedient'; that is what redemption is all about." Many years later I am still struggling to learn and to live in that mystery, believing that a surrender which is adult and free makes whole a world still fragmented by original disobedience. Such simple obedience is only part of the faith story. The contemplative expression of poverty, celibacy, community all take "believing" for their true "seeing." Most of the time, in my experience, all that is visible is the effort required to live out faith's assent, but sometimes understanding is given--that one may believe. Another story. The sign propped up on the refectory table amid the potato salad and the cottage cheese indicated one more national tragedy. "Mrs. S. just called. X has been shot. Please pray." My supper was seasoned by some speculation: Who had done it? And why?--the inevitable, incredulous "why". Later on that evening, when 1 found myself drawn, back to the choir to pray, those samb questions still formed the backdrop of my inarticulate presence before Him. Then, slowly, my prayer became more expressive, not so much with words as with life experience. Who had done it? Not ~them," "out there." No, I had done it. I was involved, deeply so. I was guilty. "Why?" 1 felt the surge of frustration, anger, hatred boil over within me and reach out for revenge, l was there. It was my choice to feel, to know--and to bring it all with me, in me, to Him. l stayed on in the choir in darkness, l could see why l was there, why l am here~ Ultimately it is only faith that makes the difference. So if I were to respond to my original letter of inquiry with a counter-ques-tion, 1 might well ask: "What do you consider Worth a whole life's giving'?" The richness of multiple-choice answers to that question is what completes our world and opens it to the ever fuller coming of His kingdom. The contemplative response is spelled out in a structured leisure that works hard without the sustaining drive of competitive accomplishment. It is a style of life that appreciates individual giving over personal giftedness, that values the simplest of contributed services. A contemplative is constantly surprised by beauty in the ordinary and learns to celebrate it in the language of sameness. The reconciliation of obedience with initiative and eager participa-tion with a .life that deliberately stands apart, these are some of the other paradoxes of contemplative, monastic life. So the stories go. There are many, many more--as .many as there are contemplatives and communities living out their life's faith in values that are expressed with a difference. :Spiritual Direction Frank Wallace, S.J. Father Wallace is engaged in retreat work at the Campion College Retreat Centre (Campion College; 99 Studley Park Road; KEW, Victoria, 3101). Prior to that he had been Tertian Instructor for his province. Pastoral care is a term that covers the work of many helpers whose roles may at times oVerlap, yet are specifically different. There is the parent who nurtures, the teacher who instructs, the religious superior who rules a com-munity, the confessor whose specific function is to convey sacramental for-giveness, the counselor who helps the client get in touch with his or her feelings, helps remove blocks, assists in decision making and psychological growth. And there is the spiritual° director, whose specific function is to facilitate the .encounter between God and the directee; so also do confessors, religious superiors, and perhaps, too, the other.helpers. Yet the spiritual director has a distinctive, specific function, which is emerging ever more clearly.' The Role of the Spiritual Director ~' The experience of most older religious today is that the spiritual director (or spiritual father, as he was often called) was someone you consulted about problems, distractions in prayer, and who helped you in those areas. With the growth in prayerfulness and the awareness of the need for guidance, lest we may "fall off the mountain," with the increasing popularity of directed retreats and houses of prayer, with the work of depth psychology, ,the role of the spiritual director is .seen to be more than problem solving. It is concerned very much with growth in prayer. The spiritual director has been called God's usher and so is one who helps the directee to become more aware of God coming, of God present,,.by being with the directee as he or she is opening up to God's love. Spiritual directing belongs properly, to the opening to,the Sp!rit. As Alan Jones says, spiritual direction is worship, adoration, waiting on God (Explor- Spiritual Direction / 197 ing Spiritual Direction, p. 56). At times, the spiritual director may have recourse to a psychological coun-selor or, if skilled, act as counselor, to assist inthe psychological growth of the directee, because psychological growth and spiritual growth are related, though not synonymous (see Dr. Gillian Straker, REVIEW FOR RELIGIOUS, Vol. 38, 1979). There may be distorted images of .God, of self, of prayer, that are blocking the encounter with God and which need correcting for that encounter to take place. In this, however, the spiritual director will not lose sight of the relationship with God as the focus of his or her caring. The valuable work of the counselor in helping the directee to be in touch with his or her feelings and to acc'ept the real self, facilitates the journey to a real God, by means of real communication. So often this experience, to borrow the title of one of Morton Kelsey's books, is reaching for the real, and necessary for growth in spiritual freedom. ~ The spiritual director walks with the directee, who shares his or her prayer experiences, and together they discern what is happening. At the very heart of spiritual direction is discernment, which, in its. full meaning adds a deeper dimension to counseling, as we shall see later. The Rules for the Discernment of Spirits are a valuable cdntribution by Ignatius 'Loyola~to spiritual directing. The Directory of 1591 compares the director to a midwife. Hugo Rahner says of this: "This somewhat remarkable compa'rison of the director tO a 'midwife' is in itself an introduction to that great patristic theme of the 'birth of God in men's hearts,' which the great psychologists and~experts on human nature among the l~athers saw as a.time of internal conflict, during which considerable importance must be attached to the discernment of spirits" (Ignatius the Theologian, p. 140). Recently a friend, who is a mother and who had been directed by me in a retreat, and who had never heard of the 1591 Directgry, wrote to me, andwith her permission I quote: "I rather think you are like a midwife--assisting those in the throes of labor--knowing the birth is to eternal life.We don't see the birth--only the struggle. I know once I reached the stage of b.eing able to push, it wasn't nearly so bad .and .nobody could do the pushing for me. But getting to that pushing stage,was greatly helped by understanding midwives who helped me to know what was happening and where I was at. They encouraged, dispelled fears, transferred confidence, lifted sagging spirits, soothed and cossetted and bullied me throughout." That is as good a description of a spiritual director as I have come across, and it certainly opened up for me the validity of the 1591 image of midwife. Any serious entry into one's spiritual life may cause a great "agitation. of spirits,." as Ignatius Loyola and Peter Favre both said. The director needs to be very encouraging and reassuring, be willing to share the helplessness and pain. Convinced that any experience can be creative Qr destructive, he or she will be ready to encourage at times of fear, discouragement, disappointment. Encour- "191~ [ Review for Religious, March-April, 1985 agement is, perhaps, the most significant help that the director gives. Linked with this is enlightenment, so that the directee sees what is happen-ing, discovers the hidden God or new ways o.f praying. Enlightenment does not mean telling the directee what to do, playing God in his or her life, imposing the director's experience on the directee. The director should be a mirror for the directee to look into, a sounding board to bounce off ideas, a companion of hop, e and !ight. ' In the following model interview we note the encouragement and enlighten-ment ,offered by the director: Director: You have been telling me about, your prayer with Jesus in the garden, and said you were disappointed. What were you disap-pointed about, Mary? Retreatant: I was just fighting distractions all the time. I couldn't slay with the Lord, and I wanted to comfort him. Director: You really wanted to comfort him? That desire is surely from the Spirit, wouldn't you say? Retreatant: I suppose so, yet I really l~eel I let him down. Diredtor: Do you think the Lord is disappointed in you? Retreatant: Well, I didn't do much for him. Director: Have you asked the Lord whether he was disappointed in you? Retreatant: No, but he must be, surely. Director: Could you go to him and ask him? Only he can tell you. your disappointment is real and it is important to find out more about it. So speak to him about this feeling of letting him down. Retreatant: D6 you think this will he!p? Director: I believe it will. And I also hope you haven't forgotten about that desire to comfort him. That's the result of his power at work in you. Retreatant: That's. ~right, I did want to comfort him. So I mustn't be all wrong. Director: Well, talk it over with him. Here the director is trying to encourage and bring the retreatant to the Lord. No doubt he or she will discuss at some time the retreatant's concept of prayer, the handling of distractions, and will direct attention to the Lord's experience of pain in the garden. These are areas arising from the interview about which both must seek further enlightenment. The director will have noted how the retreatant tends to focus on the negative and forget the positive. But haste is made slowly. The Context of Spiritual Direction The context of spiritual directing varies, and so do the people seeking. There is the spiritual direction proper to a retreat. If the retreat is fully directed, the dialogue will be very much centering on the prayer experiences shared. Of course, there will be references to out-of-retreat life, but usually the focus is on the retreat prayer. Sometimes the retreat may be "semi-guided," characterized by one or two talks to the group, and the opportunity to talk with a director. In Spiritual Direction / 199 that context there seems to be less discussion of the individual, distinctive prayer movement, because the situation is not as intense. So in these two retreat contexts we see some variation. Outside of retreat there may be ongoing spiritual direction, characterized by regular, frequent interviews, extending over a year or longer. This will mean discussion of daily life experiences as well as the prayer experience. Often this means that the director moves into a counselor's role, although the dialogue about prayer and God should not be overlooked. There may be the kind of directing relationship that calls for interviews only occasionally during the year, as a kind of "accountability checkup," with the opportunity to talk over one's spiritual life made available at these meetings. Finally, a spiritual director may be sought out in a crisis situation, either because he or she is recommended, or because the alternative of seeking a counselor, psychologist, psychiatrist is too alarming, Although the expectancies and the dialogue in all these cases will vary, the spiritual director, qua director, will focus on relationship with God--though in differing ways, according to the directee's needs. Gerald G. May summarizes the role of the spiritual director very succinctly when he describes it as "a pointing of direction; a 'setting of environment, a sharing of oneself, and a deep attentiveness"( Pilgrimage Home, p. 23, Paulist Press, 1979). Some Qualities in a Good Spiritual Director Ordination, of itself, does not gift the priest to be a spi~tual director. Today we are seeing lay people °and nuns exercising this ministry; and doing so successfully. What are the qualities needed? Love The director must be able to relate to people, to love people, to be free to feel warm to them and to receive their warmth. Morton T. Kelsey in Caring, writes well of this and says: "It is impossible for us to love other people unless we listen to them . The kind of listening I am talking about is listening which does not judge or evaluate" (p. 67). It is the quality of the listening that shows whether you are .loving the person, deeply interested in him or her, listening to know and accept, not to change, judge; evaluate. It is a listening that respects the distance and the difference of the other, a listening that patiently waits for the revelation of the other, a listening that can lay aside personal agendas because of ~he absorption in the other. It is a warmth, however, that is not possessive, that allows the other the freedom to be his or her own person. In The Practice of Spiritual Direction, Barry and Connolly speak of the need to have a "surplus of warmth" (pp. 126-130). They mean "a love for a variety of people, warts and. moles and all," which is characterized by com-mitment, the effort to understand, and spontaneity. The director must be free 200 / Review for Religious, March-April, 1985 to be his or her own person, not seeking to satisfy emotional needs through the directee, nor imiaosing agenda or experiences on the other. Nor must the director lay fidse expectations on himself or herself by trying to play God in the other's life as a solver of that person's problems. He or she listens so fully that he or she "enters into the skin" of the directee. This demands generous love because it leads into compassion which is shared helplessness, shared pain. It means beifig able to stay with the other no matter how hard that is, losing yourself in the other. Clearly we are not talking hire of sentimental attachments, but love as understood by St. Ignatius in the Contemplation for Attaining Divine Love. Sensitivity, courtesy, gentleness, reverence, patience are all quali-ties that fill'out the love the director must have for the directee, plus a willing-ness to accept silence: He/she is responsible to the directee, but not for. The quality of our responding reveals how we are listening. If there is no response, the directee may not have the sense of being heard, and, as Gerard Egan says, that is "hollow listening." Listening with the head only leads to judgment and just as the directee wants to be heard, so also does he or she want to be accepted, not judged. "Don't worry about that. You have no need to feel that way," as first responses are passing judgments, and reflections on the directee. What he or she wants is to be accepted, and this is experienced through responding with understanding. "I see that is very worrying. You must have been very hurt," and so forth. As the director listens with full absorption, the understanding will deepen, so that the sources of the feelings will be seen. When judged opportune, the director may communicate that deeper under-standing. The goal of listening is total listening, responding from the heart, not merely from the head. Gerard Egan writes well of listening and responding in You and Me. Total listening means listening with one's eyes, ears, head, heart so that one is lost in the other. It is contemplative listening, which hears what is not said, which hears the tone of anxiety, sees the expression of joy or worry, enjoys being with the other, and communicates that: "You are the only person in my world just now." The genuine love we are speaking of is marked by utter honesty and openness with the directee. So there can be no pretense, no bluffing by the director, but a transparent, open love. Brutal harshness and'severity have no part in this honest trust, even though sometimes they are mistaken for it. If there is to be confrontation it is important that~ this come from love, and be seen to come from love. Setting up "win/lose" situations tomes from a desire to Be right, not from love. As the directee experiences being trustbd by the director, so he or she is encouraged to trust the director with that precious "hidden self" that Paul writes of in Ephesians 3:14-21. All this will facilitate a genuine encounter between persons and with God, not just a mask meeting a mask. Sensitivity to the mystery of the other is the soil in which intimate relationships grow. The director needs to be comfortable with mystery, whether it is the mystery of God, of the directee, of self, so that there is this growth in sensitivity. Spiritual Direction / 201 There must, then, be patience to wait on the directee, on God. It is a great temptation to push sometimes, and this must be resisted, for, as Ignatius Loyola teaches, the Lbrd chooses to deal directly with the soul, and the director must not get in the way of this meeting. Simone Weil spoke of "waiting patiently, but with expectation, for the coming of the Lord." As the example of the midwife reminds us, it is only the ,mother who pushes, not the midwife. Dr. Jack Dominian describes this love as sustaining, healing and promoting "growth (Tablet, 14 May, 1983). Toial listening is sustaining because it conveys to the other that you care. A responding that clarifies, confirms and ~ffirms the goodness of the'other, not reinforcing the badness they see, and which" can help open the directee to God's personal love, is healing and promotes growth. There is little growth without pain. Wounded people can be frightened by the love offeredand may lash out in their fear, challenging the sincerity ofthe love offered. The director must be willing to stay in there,"sh~ring the hurt and the helplessness. That~ is compassion, shared helplessness, and the director shares in the growth of the directee as they walk together' in the mystery of pain_ and healing. We are all wounded healers if we are close to Christ. Mary could stand by the cross, sharing the helplessness of JesuS, without moving away because she could "do nothing" for him. At times the directoi-'s role is just to be a presence, helping transform helplessness into strong hope, not hopelessness (2 Co 12:7-10). This can be very difficult and painful, because the more love we bring to a situation, the more vulnerable we are. Peter tried to come between Jesus and his cross because he loved Jesus. Later he learned it was a false kind of Io~e, that was directed more at himself than at Jesus. So, the director may feel deeply the pain of the other and wish to come between the directee and Calvary. Dr. Dominian is not exaggerating when he writes: ~For anyone of us to succeed in loving, we have to suffer, and die a thousand deaths. Here is the encounter between grace and nature at its most powerful" ( Tablet 14 May, 1983¢p. 446). Directors who have stayed with directees in their Gethsemanes will agree. Feelings and Affectivity . The director needs to be aware of the importance of feelings. They are messages to ourselves about ourselves and we are diminished when we do not listen to them. The relationships.between the director and directee, as .between both and God, are deepen.ed as there is a growing .awar¢ness of the feeling responses present, and a sharing of them. ,. Feelings, by Willard Gaylin M.D. (Ballantine Books, N.Y.) and Feeling and Healing Your Emotions, by Conrad Baars M.D. (Logos) are helpful books. Baars speaks of humane and utilitarian emotions, directing attention to the psychic energy emotions release. ., Barry and Connolly speak of Anger, Deep Fears, Warmth.and "l:enderness, and Sexual Feelings, as very strong, deep feelings that people experience. There must be no blaming the other for one's feelings, for feelings are deeply 902 / Review for Religious, March-April, 1985 personal and must be personally owned. So the director encourages the directee to reveal such deep feelings to God also. Some may be prepared to reveal their so-called good feelings but not those they judge to be negative, e.g. anger. Or they may be willing to share anger (because it is becoming acceptable) but not strong sexual feelings they might be experiencing. Authentic prayer, though, is not a performance. It is an encounter with God, possible only when I am truly myself, One should be on guard against an exaggerated emphasis on anger which can be a cover up for less acceptable feelings as, for example, .sexual feelings. And it seems to have become rather common for persons to blame parents, school, Chur~ch~ their religious congregations for their present unacceptable state. Withotlt wishing to deny the influence all .these have, I wish to stress that our feelings are our ow9, and blaming others is both false and harmful. It is a sign of growing maturity when we accept responsibility for. our now lives. So .often we discover that the feelings that surface in prayer reveal the concept the directee hasof God. Hannah Hurnard in The Hearing Heart tells that for long she could not pray to Jesus, only to the Father. She was afraid of approaching Jesus lest he ask something hard of her. This would indicate that JesuS seemed to her excessively demanding. She was healed of this distortion, and could then pray to him. So a retreatant might pray to Jesus as God, but not as Man; she feels safe that way because she is frightened of men. Yet that fear is hindering an intimate relationship with Jesus, keeping him distant. Somebody else might pray to a God whois infinitely powerful, holy--and also infinitely distant, impersonal. Could such a person':experience that God really care~, is deeply fond of him or her? Perhaps what we see here is a fear of intimacy. The affectivity of the person includes the will, which besides being'an executive faculty, is also a loving faculty. The affective act of the will, "I love you," e~presses the basic desire for the well-being, the continued existence, of the beloved. Besides the will, our affective life also includes our feelings. These~are what I call the surface responses--sad, mad, glad, scared. There is alsoa deeper level of affectivity where dwells our faith, hope, love, peace, which one is aware 6f even though sensible "feeling signs" are missing. For example, a directee may speak of aridity in prayer, and yet there is the longing to pray, together with the awareness of an underlying deep peace. When John of the Cross speaks of the signs for moving prayer into contempla-tion, he is alerting us to these deeper levels of our affectivity. Discernment Thespiritual director is a walking contradiction, in that he or she isto be a "Competent incompetent" as someone has: said. The director must be incompe-. tent, because it is God's work at issue, God's. power that gives the increase (2 Cb 12:7-10; 1 Co 2:1-5). So, we must~tru~t ih God's power at work in the °Spiritual Direction / 203 director and in the directee, "doing infinitely more than he can ask or imagine" (Ep ~:14-21. This attitude must be continually growing and relied upon. But the director also must be. competent, skilled in total listening and in discet:nment. It is the discernment of spirits that is at the heart of.spiritual direction and which ultimately differentiates it from counseling. Ignatius Loyola and Peter Favre were good directors because they were both skilled in dis-cet: nment. As with them, so with the modern director, this skill is learned by being attentive to one's own responses--thoughts, feelings, behavior. Reflect-ing upon these experiences, for instance, the director will begin to observe their beginning, their middle and their end. Thus he or she begins to distinguish movements which are from God, movements authored by self, and move-ments stemming from forces outside, whether good, neutral or bad. The spirit-ual director learns from the movements in his or her own life the skills of discernment. Rarely are things black and white. Sifting tlie good and the bad, the wheat and the tares, is.a gift from the Spirit. The matter for discernment is the actual experiences revealed by the directee. Together, the director and directee prayerfully reflect upon these experiences to distinguish what is God-wards from wtiat is not. The directee, for example, may speak of a "peace-filled prayer." Nrt all peace, however is from the Good Spirit. Some is the result of achievement, some the accompaniment of a tranquil environment, some is the false peace of complacenc~,, and some truly i~ God's gift. What is this "peace" before us now? What are its fruits, and is it enduring? How does it measure with the packet group of Galatians 5:22-24? Humbly, patiently; both director and directee wait upon the Sp!rit to reveal the truth. Perhaps disappointment is reveaied in h sessio_n with the director. "Whom are you disappointed in? What are you disappointed about?" Following through on the answers offered can be richly rewarding, and can point the way in which the Spirit is guiding the direcl~ee. There are many writings about the discernment of spirits to help ,the director. A good knowledge of the Rules ~iven in the Spiritual Exercises of Ignatius Loyola is most helpful. Jules Toner has published a Commentary on these Rules for the Discernment of Spirits. This° is the fullest and deepest treatment I have read. Chapter 10 of Fessard's ~fe in Faith and Freedom, Michael Buckley in the Way Supplement 20, Harvey Egan in "The Spiritual Exercises and the Ignatian Mystical Horizon," the Memoriale of Blessed