Suchergebnisse

Condcrcet's criterion states that an alternative that defeats every other by a simple majority is the socially optimal choice. Condorcet argued that if the object of voting is to determine the "best" decision for society but voters sometimes make mistakes in their judgments, then the majority alternative (if it exists) is statistically most likely to be the best choice. Strictly speaking, this claim is not true; in some situations Bordas rule gives a sharper estimate of the best alternative. Nevertheless, Condorcet did propose a novel and statistically correct rule for finding the most likely ranking of the alternatives. This procedure, which is sometimes known as "Kemeny's rule," is the unique social welfare function that satisfies a variant of independence of irrelevant alternatives together with several other standard properties.

An investigation of how US Supreme Court justices have decided whether to accept cases (certiorari voting) from a lower appeals court, covering seven US Supreme Court terms (the 1950/1952 Vinson Courts, 1963/1965/1967 Warren Courts, 1972/1974 Burger Courts), using data collected from the docket books of justices Harold Burton, Tom Clark, & William Brennen. Results show that the major decision-making strategies used were error correcting, prediction, & majority; ie, the justices voted to accept cases to: correct what they felt was an erroneous judgment on the appeals level; elevate an appeals decision to the national level, predicting that the judgment would be affirmed at the Supreme Court level; & vote with the majority. Interactions between these strategies are discussed, & the impact of conservative vs liberal orientation is considered. 3 Tables, 14 References. A. Cole

IN ORDER TO ACHIEVE HIS POLICY GOALS, THE PRESIDENT MUST PERSUADE CONGRESS TO SUPPORT HIS PREFERENCES. RICHARD NEUSTADT (1960) SUGGESTS THAT THE PRESIDENT'S TASK IS EASED CONSIDERABLY IF HE IS POPULAR WITH THE PUBLIC. MORE RECENT QUANTITATIVE STUDIES TEND TO SUPPORTS NEUSTADT'S CONCLUSIONS (EDWARDS 1976, 1977, 1980; BOND AND FLEISHER 1980). ALTHOUGH THE FINDINGS OF THESE STUDIES HAVE GAINED WIDE ACCEPTANCE, MAJOR CONCEPTUAL AND METHODOLOGICAL FLAWS IN THE ANALYSES RAISE DOUBTS ABOUT THE IMPORTANCE OF PUBLIC OPINION AS A SOURCE OF PRESIDENTIAL INFLUENCE IN CONGRESS. THE PURPOSE OF THIS PAPER IS TO REEXAMINE THE LINK BETWEEN THE PRESIDENT'S POPULARITY WITH THE PUBLIC AND THE SUCCESS OF HIS POLICY PREFERENCES IN CONGRESS USING A RESEARCH DESIGN THAT CORRECTS SOME OF THE MAJOR PROBLEMS IN PREVIOUS STUDIES. THE PAPER IS DIVIDED INTO FOUR SECTIONS. THE FIRST SECTION REVIEWS AND CRITIQUES PAST RESEARCH ON THE RELATIONSHIP BETWEEN PUBLIC OPINION AND PRESIDENTIAL SUCCESS IN CONGRESS. THE SECOND SECTION DESCRIBES THE DATA AND MEASURES USED IN OUR ANALYSIS. THE THIRD SECTION PRESENTS RESULTS INDICATING THAT THE EFFECT OF PUBLIC OPINION ON PRESIDENTIAL SUCCESS IN CONGRESS IS MORE LIMITED THAN PREVIOUS WORK WOULD SUGGEST, WHILE THE FINAL SECTION OFFERS CONCLUSIONS AND POSSIBLE EXPLANATIONS OF THE LIMITED INFLUENCE OF PUBLIC OPINION ON PRESIDENTIAL-CONGRESSIONAL RELATIONS.

AN ALTERNATIVE APPROACH TO THE EXPLANATION OF VOTING BEHAVIOR IS OFFERED, SUGGESTING THAT THE STARTING POINT OF ELECTORAL DECISION MAKING IS INDIVIDUALS' RECALL OF THEIR BEHAVIOR IN THE LAST SIMILAR SITUATION. WHETHER OR NOT THIS RECALL IS ACCURATE IS IRRELEVANT IN THIS MODEL, SINCE THE VOTERS' REASONING PROCEEDS FROM THEIR BELIEF ABOUT THEIR EARLIER BEHAVIOR, WHETHER OR NOT IT IS CORRECT. USING THIS APPROACH THE AUTHORS ARE ABLE TO TREAT VOTING FROM A UNIFIED PERSPECTIVE, RATHER THAN ADOPTING THE CURRENT STANCE OF TREATING THE TURNOUT DECISION AS SEPARATE FROM AND PRECEDING THE CANDIDATE CHOICE DECISION.

About 15% of Norwegian voters report a different party than their actual choice when asked about voting at previous Storting elections. Even though this percentage is lower than in other countries, it nonetheless shows that recall‐data do not give a correct picture of people's voting behavior. The political stability among voters is exaggerated. This will have consequences for the monthly political barometers on account of the weighing procedures used. This article discusses different explanations for erroneous recall; incorrect remembering on the one hand and a wish for consistent behavior on the other. The consistency model appears to be most relevant. In this connection the distinction between stable and unstable voters is important.

Philip E. Converse has proposed that party identification is intensified through a process of reinforcement, ie, repeated voting in accord with that identification; it follows that party identification increases in intensity as individuals age. Others have proposed that voters' partisan strength is a function of the character of the political environment in their youth, ie, that a highly charged political environment leads to intensified partisanship. These two hypotheses imply the same cross-sectional patterns in current survey data. Cohort analyses falter on the identification problem. Therefore, other implications must be examined. Most females born before 1899 have had fewer opportunities to reinforce a party tie through voting experience than males of similar age. Thus if Converse is correct, the partisan strength of males born before 1899 should exceed that of females of the same age. However, since these males & females shared the same political environment, if Converse's critics are correct, their partisan intensity should be equal. On the bases of survey data from the 1952-1964 period, these implications were tested; only marginal differences were found between males & females born before 1899. These results are supportive of a generational explanation of partisan strength. 2 Tables, Modified AA.

An attempt to rationalize policy outcomes in voting bodies has been made by Rae and Taylor (this Journal, 1 (1971), 71–90). In that work the assumption is made that all voters' preferences are representable by 'city block' type utility functions. The principal result obtained in that case by the writers is that for an odd number of voters there is always a unique equilibrium point under simple majority rule, independent of the distribution of individual optimal points and independent of the dimension of the policy space. Unfortunately, the Rae and Taylor result is not correct. In particular their result holds for a one or two dimensional policy space but not in cases where the policy space has three or more dimensions. The proof given by Rae and Taylor is correct for n = 2 but is false for n ≥ 3.

Consider a group of people confronted with a dichotomous choice (ie, a yes or no decision). Assume that each person can be characterized by a probability, pi, of making the better of the two choices open to the group, such that "better" is defined in terms of some linear ordering of the alternatives. If individual choices are independent, & if the a priori likelihood that either of the two choices is correct is 50%, it is shown that the group decision procedure that maximizes the likelihood that the group will make the better of the two choices open to it is a weighted voting rule that assigns weights formulaically, as described. The implications for optimal group choice of interdependencies among individual choices are examined. 82 References. Modified HA

TO WHAT EXTENT IS A GOVERNMENT'S LEGITIMACY AFFECTED BY THE REGIONAL BREADTH OF ITS SUPPORT? IN THE 1983 BRITISH GENERAL ELECTION THE CONSERVATIVE GOVERNMENT WAS RETURNED TO OFFICE WITH A LARGE OVERALL MAJORITY IN THE COMMONS, BUT THERE WERE CONSIDERABLE REGIONAL DIFFERENCES IN THE EXTENT OF ITS SUCCESS. THE CONSERVATIVES WON 70% OF THE ENGLISH SEATS BUT ONLY 37% OF THE SEATS IN WALES, 29% IN SCOTLAND AND NONE IN NORTHERN IRELAND. WITHIN ENGLAND THE CONSERVATIVES WON 86% OF THE SEATS IN THE SOUTH AND 70% IN THE MIDLANDS, BUT JUST 41% IN THE NORTH. THE EXISTENCE OF SUCH MARKED REGIONAL VARIATIONS IN THE LEVEL OF THE GOVERNMENT'S SUCCESS RAISES THE SPECIFICALLY TERRITORIAL ASPECT OF THE GENERAL QUESTION OF HOW FAR IT IS DESIRABLE FOR POLITICAL PARTIES, AND A GOVERNMENT PARTY IN PARTICULAR, TO HAVE BREADTH OF SUPPORT AS WELL AS DEPTH. THE PRINCIPLE OF MAJORITY RULE MEANS THAT "A MAJORITY OF ONE IS ENOUGH", BUT GOVERNMENT NORMALLY SEEK MORE THAN JUST A BARE MAJORITY. TO DISRAELI'S OBSERVATION THAT "A MAJORITY IS THE BEST REPARTEE" CAN BE ADDED THE RIDER THAT "A MAJORITY THAT IS LARGE AND BROADLY-BASED IS THE BEST REPARTEE OF ALL". CERTAINLY, DURING 1983 ELECTION CAMPAIGN THE PRIMKE MINISTER INDICATED THAT SHE ECT SOUGHT AS COMPREHENSIVT A VICTORY AS POSSIBLE AND WAS QUICK TO CORRECT THE (THEN) FOREIGN SECRETARY WHEN HE SUGGESTED THAT A LANDSLIDE WIN WAS NOT NECESSARILY DESIRABLE BECAUSE OF THE STIMULUS IT COULD GIVE TO TO BACKBENCH DISSENT.

The Supreme Court has been extremely puzzled about how to treat the distribution of public benefits when the pattern of distribution may cause individuals to alter their preferences in making constitutionally protected choices. When dealing with the freedom to choose an abortion, for example, the Court held that the Hyde Amendment was constitutional because the government did not interfere with freedom when all it did was offer money to make the option it preferred (childbirth) more attractive. In free speech cases, the Court has said that when the government opens up public property or offers financial incentives to speakers it must treat all options equally-it may not favor a particular subject or position. Last term, in Thomas v. Review Board, the Court held that when freedom of religion is at stake, the government has an independent obligation to fund the option which the individual finds more attractive. The case directed the state of Indiana to pay unemployment compensation to one who quit his job for religious reasons, even though the state paid nothing to those who quit for other personal reasons. The allocation of public funds has created similar problems with regard to other constitutional freedoms, such as travel, voting, and parental choices about their children's education. I think that all these cases present questions of equality rather than freedom, and that the free exercise and abortion decisions err on different sides of the correct principle. The proper approach is to say, as the Court has regarding freedom of speech, that the government need not fund protected choices, but if it does, it must do so in a neutral fashion. If that is correct, then the question Thomas poses is not whether Indiana had prohibited the freedom to exercise religious belief but whether the Court, by awarding benefits, violated the equality principle inherent in the Establishment Clause.

Higher levels of urbanization, social diversity, & voter turnout have long been theorized as factors promoting political competition. Previous empirical evidence on these relationships, however, has been inconsistent mostly due to the methodological limitations & the lack of comparability of the studies. To correct for earlier shortcomings, data were collected for all US congressional districts (N=436) on the 1972 races for elections to the US House of Representatives, US Senate, the presidency, & state governorships. Political competition was measured by computing the runner-up's vote proportion as a % of the winner's vote proportion; urbanization was the proportion of people residing in central cities of 50,000 or more population; & social diviersity was the SE, racial, & community mix of a district as computed from Lieberson's index of population diversity. Controls were instituted for district X income, minority level, homeownership level, & geographic location. Multiple regression analysis revealed that diversity was related to competition in a positive direction for races to the Senate, presidency, & governorships; turnout was positively related to the competition to the House & the presidency but was negatively related to the governorships; & urbanization was related only to presidential competition, in a positive direction. Major conclusions were that the manner in which ecological factors influence competititon is highly specific to the particular race concerned, & that ecological factors are not very important for competition because on the average they accounted for only 18% of the variance in competition. 2 Tables. AA.

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

Issue 40.1 of the Review for Religious, January 1981. ; REVIEW FOR RELIGIOUS (ISSN 0034-639X), published every Iwo months, is ediled in collaboration with the faculty members of the Department of Theological Studies of St. Louis University. The editorial offices are Iocaled at Room 428; 3601 Lindell Blvd.; St. Louis, MO 63108. REVIEW FOR RELIGIOUS is owned by the Missouri Province Educational Institute of the Society of Jesus, St. Louis, MO. © 1981 by REWEW FOR RELiGiOUS. Composed, printed and manufactured in U.S.A. Second class postage paid at SI. Louis, MO. Single copies: $2.50. Subscription U.S.A.: $9.00 a year; $17.00 for two years. Other countries: $10.00 a year; $19.00 for two years. For subscription orders or change of address, write: Rt:vt~:w t'oR Rt:Lt(;tOUS: P.O. Box 6070; Duluth, MN 55802. Daniel F. X. Meenan, S.J. Dolores Greeley, R.S.M. .~eremiah L. Alberg, S.J. Joseph F. Gallen, S.J. Jean Read Editor Associate Editor Book Editor Questions and Answers Editor Assistant Editor January, 1981 Volume 40 Number 1 Manuscripts, books for review and correspondence with the editor should be sent to REVIEW t'ott RELIGIOUS; Room 428; 3601 Lindell Blvd.; St. Louis, MO 63108. Questions for answering should be sent to Joseph F. Gallen, S.J.; Jesuit Community; St. Joseph's Universily; City Avenue at 54th St.; Philadelphia, PA 19131. Back issues and reprints should be ordered from REVIEW t'OR RELIGIOUS; Room 428; 3601 Lindell Blvd.: St. Louis, MO 63108. ++Out of print" issues and articles not published as reprints are available from Universily Microfilms International; 300 N. Zeeb Rd.; Ann Arbor, MI 48106. Review for Religious Volume 40, 1981 Editorial Offices 3601 Lindell Boulevard, Room 428 Saint Louis, Missouri 63108 Daniel F. X. Meenan, S.J. Dolores Greeley, R.S.M. Jeremiah L. Alberg, S.J. Joseph F. Gallen, S.J. Miss Jean Read Editor Associate Editor Book Editor Questions and Answers Editor Assistant Editor REVIEW FOR RELIGIOUS is published in January, March, May, July, Sep-tember, and November on the fifteenth of the month. It is indexed in the Catholic Periodical and Literature Index and in Book Review Index. A microfilm edition of REVIEW FOR RELIGIOUS is available from University Microfilms International; Ann Arbor, Michigan 48106. Copyright © 1981 by REVIEW FOR RELIGIOtJS. Toward a Method for the Study of Spirituality Edward Kinerk, S.J. Father Kinerk is presently on sabbatical leave, doing post-doctoral studies in spirituality at St. Louis University. He resides at Jesuit Hall; 3601 Lindell Blvd.; St. Louis, MO 63108, A former professor of historical theology once described spirituality as a "gl0b" area. He explained this rather inelegant label by pointing out that spirituality enjoys an unlimited wealth of resources but possesses no tools for getting those resources organized. "I understand what it means to do history orto do theology," he objected, "but what does it mean to do spirituality?" StUdents contemplating work in spirituality will take small comfort in his remarks but they will know exactly what he meant, for, unlike most other academic disciplines, spirituality lacks both formal definition of its content and methodology proper to itself. Studies in the history of spirituality, prayer, religious life, Scripture, psychology, theology, and any number of authors and movements can be most beneficial in themselves, but where does one find the unifying principles to bring all this knowledge together? The occasional reader, who finds this or that work personally rewarding, will not be troubled by such abstract concerns,but this vagueness of content and style can be ~a formidable handicap for those who undertake a more thorough study, either for their own enlightenment or with the thought of being of service to others. In .the latter case one must analyze spiritualities, interpret them in their historical-cultural context, compare and contrast them to other spiritualities, and finally develop criteria for criticism and evaluation. The tools for such reflection are not commonly available in the way that they are for other disciplines, including theology.' Part of the difficulty lies in the very nature of spirituality. Except for the 3 4 / Review for Religious, Volume 40, 1981/1 Christological controversies of the fourth and fifth centuries it has been rare for theological speculation to elicit passionate responses on the part of Chris-tians, Spirituality, on the other hand, always makes at least an implicit appeal to the heart; it is much closer to people's lives and emotions than is theology. This is to be expected, but it places the "academic" study of spirituality in an awkward corner precisely because the material lends itself so immediately to practical application, the pastoral. Consequently, spirituality as a discipline finds itself more often called upon to train spiritual directors and retreat-givers than to engage in reflection. This onesidedness is risky. Spirituality can-not afford to neglect the mistakes or the riches which are a part of its heritage; nor can it forego with impunity the arduous task of using the theoretical pro-cess to correct the subtle mistakes of common sense.~ In a recent article for REVIEW FOR RELIGIOUS, Father Alan Jones chronicled the split between devotion and theology--head and heart--and called for the redevelopment of mystical theology in order to "combat the tendency to anti-intellectualism today, particularly in areas where religious experience is concerned.-3 Using William Johnston's definition of mysticism as "wisdom or knowledge that is found through love,'" Father Jones sug-gested contemplation--which includes all levels of knowing--as the means of bringing reflection into religious experience and religious experience into theological reflection. Father Jones's concern to bring head and heart together must be a con-stant preoccupation for spirituality; the great classics were developed more in the chapel than in the library, though they depended on both. However, I believe that we have an auxiliary task which is less "creative" and more "organizational" in character. In order to bring the vast and often unwieldy material from the history of spirituality into the arena of our prayerful reflec-tion it must first be arranged into digestible form. The purpose of this article will be to suggest some questions or distinctions by which such arrangement can proceed: in other words, a method for the study of spiritualities. Of course, this is an ambitious undertaking, and 1 will protest in advance that ' Theologians may protest that method is a problem for them, too, but at least work is being done. Recently David Tracy has suggested five basic models which have influenced theologica~ inquiry: orthodox, liberal, neo-orthodox, radical, and his own "revisionist" model. See David Tracy, Blessed Rage for Order (Seabury, 1975), pages 22-34. Tracy has been influenced in part:through. his long association with the thought of Bernard Lonergan. In a very important work, Method in Theology (Seabury, 1979; first published: Herder & Herder, 1972), Lonergan ~ipplied his transcendental method to the task of developing a method in theology. 1 will cite Lonergan only briefly in the course of this article, but 1 need to acknowledge that the influence of Method has been considerable. 2 For an explanation of the relationship of the realm of common sense and the realm of theory, see Lonergan, Method, pp. 257-258. ' Alan Jones, "Spirituality and Theology," Rt~vm'w ~oR R~.l.~G~Ot~s 39 (1980), p. 171. ' William Johnston, The Inner Eye of Love (Harper & Row, 1978), p. 20. Jones cites this on p. 170 of his article. Study of Spirituality / 5 these are remarks "toward a method." But since the need is great, I hope that .any venture in this direction might prove useful. Spirituality needs (1) a definition of itself, (2) some tools for analyzing a particular spirituality, (3) some guidelines for relating a spirituality to other spiritualities, and (4) some criteria for evaluation. In the pages that follow I will make attempts in the first three areas and then conclude with some limited thoughts about the fourth. What Is Spirituality? Everyone has a notion of spirituality, but efforts to pin it down in defini-tion can, be frustrating. It is everywhere yet nowhere; its scope is so vast-- potentially as vast as the sum and depth of all human experience--that workable content virtually disappears. Spirituality has been described as "life-style." If we realize that this means more than length of hair and particular preferences for food and clothing, this definiton is actually quite good. A person's spirituality is the way in which he or she lives in accordance with basic values. The famous Swiss theologian, Hans Urs von Balthasar, has given this a more philosophical formulation: "The way in which [an individual] acts and reacts habitually throughout his life according to his objective and ultimate insights and decisions.''~ The strength of such a definition lies in its completeness; its weakness is that it is too complete. We are left afloat on a sea of private human experience with no markers to make this or that dimension of experience stand out. These defini-tions are good because they include everything, but they are not workable because they distinguish nothing. And without distinctions analysis is impossible. What should we look for in a workable definition? First of all, a definition of spirituality for the purpose of study should limit the material to what is expressed. Nothing canbe studied unless it iscommunicated in some way. It is true that spirituality must deal with the mysterious depths of the human per-son in relationship to God and that. this mystery often defies conceptualiza-tion. However, it is usually open to communication through symbolization; and this, too, is a form of expression. Spirituality studies expressions, and these expressions can be conceptual or symbolic: they can be words, or they can be art, music, architecture, or indeed any form of human activity. Of course, an individual's full experience of his or her relationship with God can never be adequately expressed., not even symbolically. This is simply a dif-ficulty which the study of spirituality must accept; we can only examine what is expressed and yet we know that the expression is never exhaustive of the reality. Secondly, a definition of spirituality should contain the idea of personal ~ Hans Urs yon Balthasar, "The Gospel as Norm and Test of All Spirituality in the Church," from Spirituality in the Church, Christian Duquoc, editor, Concilium, vol 9 (Paulist, 1965), p. 7. 6 / Review for Religious, Volume 40, 1981/1 growth. There is no spirituality for an animal, nor do we ever speak of God's spirituality.~ What distinguishes the human condition is growth beyond self, self-transcendence. There is a restlessness which is a constant striving to move from the less~ authentic to the more authentic. This is why spirituality gravitates so readily to psychology, and it is precisely the point at which the greatest care must be exercised not to confuse the two.7 Finally, as indicated earlier, a workable definition must contain markers: terms in the definition which orient the material by distinguishing what is important from what is unimportant. Without some means of making distinc-tions the material of spirituality presents an undivided sameness inimical to study. Markers differentiate that material; and this, in turn, facilitates ques-tions for analysis. The particular selection of markers will necessarily be somewhat arbi.t.rary. Here I have chosen to view any spirituality primarily from the standpoint of expressions of the authentic and expressions of the inauthentic. A spiri'tuality, then, is the expression ofa dialecticalpersonal growth from the inauthentic to the authentic. There are three ingredients in the definition: expression, dialectical personal growth, and authentic-inauthentic. Expres-sion need not be clarified further. Growth has been called dialectical to underscore the fact that all spiritual growth is a simultaneous "yes" to one thing and a "no" to something else. Each step toward the authentic demands a corresponding rejection of the inauthentic.8 The Gospel of Luke manifests this dia.lectical character in its expression of the beatitudes: every benediction has its corresponding curse (Lk 6:20-26). Inauthentic and authentic are the markers referred to above. The total authenticity of a human person would be his or her complete self, transcendence in love. Conversely, total inauthenticity would be complete self-alienation, self-centeredness in hate. For our purposes, however, expres-sions of the authentic and inauthentic will normally be but partial representa-tions of these absolute states. In a famous line from the Imitation of Christ, for example, compunction is an expression of the authentic while vain knowledge is an expression of the inauthentic;9 they are signposts along the ~ Process theologians may take exception to this. In a di-polar notion of God one might be able to speak of God's spirituality: "God in his consequent aspect receives into himself that which occurs in the world, so that it becomes the occasion for newer and richer, as well as better~ concretions in the ongoing movement of divine activity," W. Norman Pittenger, "Process Thought: A Contem-porary Trend in Theology," Process Theology, Ewert H. Cousins, editor (Newman, 1971), p. 27. Even if one were to accept this position, it would be quite difficult to move from the idea of a spirituality of God to its description. ' It is very easy for spiritual direction to become psychological counseling. Of course, sometimes this is desirable because it is counseling which is needed, but often we slide into a counseling framework simply because it seems to have more substance than spiritual direction. This again reveals the necessity of definition and methodology proper to spirituality. a Lonergan views this as a fundamental characteristic of religious development. See Method, p. II0. Study of Spirituality / 7 way. Furthermore, specific expressions of the authentic and the inauthentic are not always univocal, even within the sam, e spirituality. In the Cloud of Unknowing, meditation on Christ's passion can be either an expression of the authentic or the inauthentic, depending on the stage of one's contemplative development.'° Questions for Analysis In an age as hermeneutically conscious as our own, it need not be stressed that a pre~'equisite for the analysis of any spirituality is some understanding of its historical-cultural context. To be unaware, for instance, that the end of the Roman persecutions coincided with the great movement to the desert in the fourth century would be to miss the opportunity for many insights into the roots of desert spirituality. The historical-cultural context is available for anyone who wishes to take the time to do someresearch. Our project assumes that this research can and will be done, but we are concerned here with something more general. Questions for analysis must serve two purposes. They must provide a means of organizing the material of a spirituality in such a way that the material can be more easily assimilated. In other words, they must teach us how to read and. how to retain what we read more effectively. The other pur-pose is that of comparison and contrast. The questions for analysis must be such that they canbe asked more or less equally of any spirituality. It is only by putting the same questions to many different bodies of material that we can begin, the,process o.f comparing similarities and contrasting differences which will lead us to deeper understanding. The first question flows immediately from the terms of the definition: what.are the expressions of the authentic and the inauthentic? An effective way to begin answering this question is to make a list. Reading through the SpiritualExercises of St. Ignatius, for instance, we would observe that shame and confusion, sorrow, tears, anguish, intimate knowledge, poverty, humility and gratitudeI' are but some of the expressions of the authentic; and we could do the same for expressions of the inauthentic. Making a list is a good way to begin because it directs us to the text with a simple and specific objective: how does the spirituality express what it values and what it rejects? An exhaustive 9 "I would rather feel compunction of heart for my sins than merely know the definition of com-punction," Thomas a Kempis, The Imitation of Christ, edited with an introduction by Harold C. Gardiner (Image, 1955), Book I, chapter 1. ,o The Cloud of Unknowing, by an anonymous fourteenth-century Englishman, edited and in-troduced by William Johnston (Image, 1973), chapter vii. , '~ Ignatius Loyola, Spiritual Exercises, translation by Louis J. Puhl (Newman, 1954). Shame and confusion, sorrow, tears and anguish are from the First Exercise of the First Week, #48; intimate knowledge of Christ is from the First Comtemplation of the Second Week, #104; poverty and humility are from the Two Standards, #147; and gratitude isffrom the Contemplation to Attain the Love of God, #233. 8'/Review for Religious, Volume 40, 1981/1 list is rarely possible or even desirable, but we do want to be certain that we ini-tiate our analysis by carefully gathering all of the pertinent expressions. A list gives us the concrete expressions from which to work, but it is too one-dimensional to be of more than limited value. By itself a list cannot single out those expressions which are of special importance, nor can it fit them into a pattern of meaning. What we lack is an organiz.ing form'2 which could give the expressions depth and a relationship to one another. In the SpiritualExer-cises an excellent illustration of such a form is the image of the Two Stand-ards: the Kingdom of Christ verstis the Kingdom of SatanI' ~ The Kingdom of Christ gives depth and relationship to t.he expressions of the authentic while the Kingdom of Satan does the ~ame for the inauthentic. Intimate knowledge, poverty, humility, gratitude and the like contribute definite nuances to the understanding of the nature of these two kingdoms; and the expressions, in turn, receive their full meaning only in relationship to the complete image. The Two Standards are the unifying image for expressions in Ignatian spirituality. While Ignatius himself gives the organizing form of the Two Standards, it is often necessary to uncover a form which is not itself one of the particular images used in a given text. Such would be thecase in the Life'ofAntony by Athanasius. ~4 Clearly the text does not lack for images, but the best organizing form is rather the structure which Athanasius employs to develop his story: a series of four withdrawals by Antony, each one into greater solitude. The authgr uses these withdrawals to highlight periods of development in Antony's life, and each period unifies a corresponding set of expressions of the authentic and the inauthentic. In the first withdrawal Antony left his home to li~,e on the outskirts of the village with an older ascetic. The expressions of the authentig and the inauthentic are characteristic of a "novitiate" period: zeal, faith, desire for purity of heart, imitation 6f the older ascetic were set in opposition to anxiety over f~mily, money, fame, difficulties of asceticism and sexuality. In the second withdrawal, closing himself into a tomb,, the chief ex- '~ The identification of basic units (expr~essions of the authentic and the inauthentic) and the discovery of the forms by which these expressions are related have a slight resemblance to struc-turalism. However, a double caution is in order. In i!s extreme sense structuralism can become an ideology in which all we can know about a system are its basic units and their associations; further meaning would be denied. In a less ideological sense structuralism is a method of inquiry which can be more friendly to theology and spirituality, but even here--as the term can be 'very am-biguous- l wish to make clear that my own use is limited to exactly what has been described in the text. '~ Spiritual Exercises, #13~,- 148. ~' St. Athanasius, Patriarch of Alexandria, was probably the author of the Life ofA ntony shortly after the hermit's death in 356. Antony represented a prototype .for the desert fathers, and, whatever the historical accuracy of the Life, it c~ertainly had a profound influence" on desert spiritqality. This important work is once again available in English: Athanasius: The Life of St. AntOny and the Letter to Marcellinius, translation and introduction by Robert C. Gregg, preface~ by William A. CIcbsh (Paulist, 1980~ Study of Spirituality p~'essions of the inauthentic are wild imaginings, terror and the temptation to flight, while defiance of the demons, perseverance and faith are expressio ~ns of the authentic. From the tomb Antony went to live in an abandoned fort in the desert where he was besieged by the demons. A hint of weariness from the clamor of the demons is the only expression of the inauthentic while expres-sions of the authentic reflect Antony's growing strength: confidence, utter equilibrium, purity of soul, and so forth. Antony's final withdrawal was to the "inner mountain" which is described in paradisal terms. The expression of the inauthentic most characteristic of this period is pride in the power God has given him; while the expressions of the authentic are the manifestations of the power of the Spirit working through Antony: overpowering the demons, curing the sick, instructing the monks and confiz lnding the heretics.~ It is not always possibly to find a single form o of material together. One rather difficult text is tt fine analysis of this spiritual classic, Bernard SI truths which they [the four books of the Imitati~ ranged according to a precise play, a rational s~ dialectic."~6 Much of the difficulty is due to the sl of thoughts useful to the spiritual life, possibly There is a variety of equal themes, and so no sine could give unity to all the expressions. The most o is to discover, or invent, several forms which toge into useful patterns. As a corollary to the organizing forms we can i of the authentic and the inauthentic for stages of s life is a type of growth but in many well-devei specified stages,'7 and the key for detecting thesl sions of the authentic and the inauthentic. When ~ authentic becomes an expression of the inauthen growth has been crossed. An example of this ha~ i the Cloud of Unknowing: meditation on Christi! the authentic for the beginner but just the oppt vanced in the spirit of contemplation. Sometimes 'image which will tie a body Imitation of Christ. In his ~aapen has noted that "the n] enfold have not been ar-ructure, or a psychological yle of the work: a collection by more than one author. le form can be found which ne can do in such a situation ther best gather the material dso examine the expressions !iritual growth. All spiritual 9ed spiritualities there are ~ stages lies with the expres-particular expression of the tic, then a stage of spiritual dready been furnished from passion is an expression of ~site for someone more ad-the stages of growth will be '~ The four journeys: leaving his home to live on the outskirts of a village (Life of Antony, c. 4); living in the tomb (Ibid, c. 8); from tl~e tomb to the abandoned fort (Ibid, cc. 11-12); and the withdrawal to the inner mountain (Ibid, cc. 49-51). ,6 Bernard Spaapen, "A New Look at an Old Classic," from Imitating Christ, E. Malatesta, editor, Religious Experience Series, vol. 5 (Abbey Press, 1974). This work is a translation from the French Dictionary of Spirituality. " Frequently a spirituality will describe the break between an unreflective Christian life and the desire to lead a more spiritual life. Another break occurs later when the Christian leaves the period characterized by struggle and "spiritual achievement" and moves more into a climate of sur-render and "spiritual giftedness." The classical distinctions have been the three ways: purgative, illuminative, and unitive. 10 / Review for Religious, Volume 40, 1981/1 the structure giving unity to the material, but this will not always be the case. The second question for analysis comes from the idea of personal growth. A ~pirituality which reaches the state of expression does not appear out of the vacuum, but it is the maturation of much personal experience. One or many have traveled a similar dialectical journey from the inauthentic to the authen-tic and from this experience comes a wealth of valuable insight. This insight, which embodies both the techniques and the lived experience of the journey, can be called wisdom, and it is the ob)ect of the second question: what is the wisdom of a particular spirituality? To discover the wisdom of'a particular spirituality we must look at its teaching. In what special manner does a spirituality propbse.to find God, and what experience flows from its techniques of encounter? In the Life of Antony, for example, wisdom comes especially from the experience of solitude, x~hich for the desert fathers meant struggle with demons representing every imaginable thought or feeling. The wisdom of the Life of Antony is expressed in a long speech by the hermit to a group of other hermits assembled for the occasion.'8 This speech, often called a speech on discernment, is a description of what to expect in solitude and how to deal with whatever (or whomever) occurred. The wisdom of the desert employs some of the most colorful and varied imagery in the history of spirituality, but it is always characterized by the detection and diminishment of interior turmoil in order to find and preserve apatheia.'9 A very different example, though with striking parallels, is fouhd in the wisdom of St. Ignatius. The Spiritual Exercises express wisd6m not in speeches but in appendices: rules for thinking with the Church, rules for eating, rules for discernment, and so on. Ignatian wisdom, however, is not contained equally in all these rules but in one special and famous set: the rules for the discernment of spirits.2° As mentioned above, the primary image of lgnatian spirituality is the Two Standards, and the go~.l is to serve with Christ who wishes to spread his Kingdom and defeat the Kingdom of Satan. Now these kingdoms will enjoy victory or suffer defe~t as a result of our particular choices. However, the kingdoms are distinguished from each other less by the ,8 Life of Antony, cc. 16-43. ,9 Apatheia was the ascetical goal of the desert fathers. It was not apathy but rather a state of in-terior calm and recollection. Athanasius described this state in the Life of Anthony: "The state of his soul was one of purity, for it was not cpnstricted by grief, nor relaxed by pleasure, nor affected by either laughter or dejection. Moreover, when he saw th'e crowd, he was not annoyed any more than he was elated at being embraced by so many people. He maintained utter equilibrium, like one guided by reason and steadfast in that which accords with nature" (c. 14). Perhaps the best summary of desert wisdom is contained in the writings of Evagrius Ponticus (d. 399), especially in his Praktikos. This has been translated together with Chapters on Prayer and published as Praktikos: Chapters on Prayer translated and edited by John Eudes Bamberger, O.C.S.O. (Cistercian Publication, 1970). ~o Spiritual Excercises, #313-336. Study of Spirituality object of a particular choice than by attitudes. Consequently, the disciple of Christ must differentiate between objects of possible choice according to authenticating.feelings (attitudes) or their opposites. The rules for the discern-ment of spirits, are Ignatius' wisdom for making this all important differentia-tion and decision. There is no need to multiply examples. Wisdom gets at the heart of a particular spirituality because it taps the special experience of the person or persons who have lived it. Often referred to "thoughts" in describing the struggle of solitude and to apatheia as the goal of that struggle. For Ignatius, the key word would be discernment. On the other hand, there need not be but one wisdom for every spirituality. Moving beyond the Spiritual Exercises one could speak also of a wisdom of obedience in Ignatius. The 0b)ective~is to identify the central insights of a spirituality; insights, however, that flow from matured experience. Finally, we.should underline the fact that questions for analysis--expres-sions and wisdom--are effective for focusing and organizing the material, but they certainly do not exhaust its riches. In addition to the fact that no set of questions can ever draw everything from the material, a spirituality will always retain a certain opacity regardless of how carefully it is scrutinized; ~and we will always find ourselx~es returning to the source for clarification, new insight, and personal edification. However, at some point in time we must determine that an analysis is finished, both in the number of questions asked and in the depth of the answers. It is the suggestion of this article that the two questions given above will focus and organize the material sufficiently to enable us to turn to the wider arena of comparison and contrast of different spiritualities. Questions for Comparison and Contrast Bernard Lonergan has described method as"a normative pattern of recur-rent and related operations yielding cumulative and progressive results.''2' What we have thus far isnot a complete method but its foundation. Questions for analysis provide a normative pattern of operat!ons which can be applied to. any number of particular spiritualities, but only continued application fol-lowed by comparison and contrast will yield cumulative and progressive results. Now the general matter for any comparison and contrast would normally be the exprbssions of the authentic and the inauthentic, the images and forms which give them unity, and the expressions of wisdom. From this one could proceed in any number of ways depending only on time, interest, and avail-ability of sources. Let us suppose, for example, that someone was interested in the general topic of prayer and that he or she had some familiarity with both 2, Lonergan, Method, p. 4. 12 / Review for Religious, Volume 40, 1981/1 the Cloud of Unknowing and the works of John of the Cross. Even an exami-nation'of the titles would reveal that "cloud" and "night" are expressions of the authentic for both. A study of the similarities and differences between the Cloud's understanding of "cloud" and John of the Cross's understanding of "night" might prove to be a straightforward and interesting investigation into the meaning of apophatic prayer.2' Ordinarily the work of comparison and contrast will draw heavily on our ability to understand the relative hist6rical-cultural contexts. This can be given some direction, however, if we keep in mind two principles for compari-son. The first is that a spirituality cannot help but reflect certain cosmological perspectives. As a result we should always ask: what understandings of space and time shape the relationship between self, world, and God for a particular spirituality? For example, the Life of Antony used a simple cosmological framework which placed a person on top of the world but under two concen-tric hemispheres: the air, which was the abode of the demons, and the sky, which was heaven and the abode of God. Thus, to go to God one had to leave the world and ascend through the air, and this meant battles with the demons. Today we experience ourselves through a cosmology which is couched in evolutionary and psychological terms. Instead of place, time is the important parameter: it is no longer "up" and "down" which correspond to the authen-tic and the inauthentic but "transformation" and "regression." The discovery and investigations of the unconscious have forged a new vocabulary for our descriptions of evil, human growth, and the nature of freedom. The unconscious has also given us a new locus for expressions of the authentic and the inauthentic. The cosmology of the day--be it Antony's, our own, or any other--will not only shape the expressions of spirituality but it will also locate those expressions in accordance with its perception of the relationship in time and space of self, world, and God. ~: The cosmological questions can be made specific. The question, "'Where is Christ?" yields interesting resolts when asked of St. Basil the Great (fourth century) and St. Ignatius (sixteenth century). Each has a passage about Christ the King and his call to men and women to follow him, but note the different images for describing where Christ is and the practical consequences for discipleship. For Basil: "Where is Christ the King? In heaven, to be sure. Thither it behooves you, soldier of Christ, to direct your course. Forget all earthly delights.''23 Ignatius, however, perceived the world as friendlier potential for the self's encounter with God: "Consider Christ our Lord, standing in a lowly place in a great plain about the region of Jerusalem . ,,2, And instead of forgetting the world in order to go to Christ in heaven, Ignatius See note 28 below. Basil, "An Introduction to the Ascetical Life," From St. Basic, Ascetical Works, TheFathers of The Church vol. 9, translated by Sister M. Monica Wagner, C.S.C. (New York, 1950), p. 9. Spiritual Exercises, #144. ¯ Study of Spirituafity / 13 encourages people to follow a Christ who "sends them throughout the whole world to spread his sacred doctrine among all men, no matter what their state or condition.''25 We can do similar comparisons for time. "'When will Christ come?" For St. Paul and the early Christians the answer was, "Soon!" But for most of the Church's history until recently, the question of time hasn't been that impor-tant. Most Christians tended to regard the world as having a certain timeless stability. The important time was not Christ's coming in glory but the individ-ual's meeting with Christ at death. Today, however, an evolutionary con-sciousness has made time very important. When will Christ come for someone imbued with the vision of Teilhard de Chardin? He will come when the human race, now responsible for cooperating in its own evolution, will have (with God's grace) brought about the kingdom. Statements about time and place are not theological statements; they are descriptions of world views. The location of a spirituality within its particular cosmological framework makes possible the comparison and contrast of similar expressions which come from widely different historical-cultural con-texts. It would be far beyond the scope of this article to attempt to outline the world views which have shaped and been shaped by western thought, but it is worth mentioning here two books which are particularly insightful: Romano Guardini's The End of the Modern World and John Dunne's A Search for God in Time andMemory.~6 Guardini has mapped out four cosmologies fun-damental to the history of western thought: classical, medieval, modern, and post-modern. If we take into account that much has occurred which might further clarify his analysis of the present (post-modern) period, this work is very useful. Dunne has given the study of world views an interesting refine-ment by pointing to the different~ ways in which autobiographies have been written: a story of deeds (classical), a gamut of experience (Augustine), a lad-der of experience (medieval), and a story of appropriation (modern and con-temporary). This does not do justice to the nuances given by Dunne, but the distinctions he introduces are invaluable for appreciating the genres under which spiritual growth has been described. A second principle for comparison and contrast is that there exist specifi-cally different, yet equally valid, spiritualities within the Church. In other words, spiritualities differ not only because of various historical-cultural backgrounds, but they also differ according to type. Of course, a rigid and exclusive classification would be impossible and undesirable, but the varied emphases of many spiritualities suggest that we might discover several models which would help us to better understand similarities and differences. ~ lbid, #145. 2~ John Dunne, A Search for God in Time and Memory (Macmillian, 1967). Romano Guardini, The End of the Modern World, edited with an introduction by Frederick D. Wilhelmsen, translated by Joseph Theman and Herbert Burke (Sheed and Ward, 1956). "14 / Review for Religious, Volume 40, 1981/1 To develop models it Js necessary to select criteria for differentiation. This selection, always arbitrary, establishes the parameters by which the models are distinguished. Here the criteria will be "attitudes" toward two potential loci for expressions of the authentic: the world--including human society and institution--and history--especially change and conversion. We can deter-mine the models by asking this question: does a spirituality view the world and/or history as a positive locus for expressions of the authentic?2' If a spirituality is not positive toward either we will call it apophatic; if it is positive toward both we will call it apostolic; if it is positive toward the world but not toward history we will call it city-ofrGod; and if it is positive toward history but not toward the world we will call it prophetic. At one extreme, answering "no" to both the world and to history, are the apophatic'8 spiritualities. These are the mystical spiritualities known to us today primarily through the Cloud of Unknowing, John of the Cross, and Thomas Merton. For an apophatic spirituality, the chief expression of the authentic is negation of the specific image: one goes toGod through unknow-ing or through darkness. It should be stressed, however, that the apophatic spiritualities do not necessarily hold that the world is evil or that history is meaningless; one need only think of the concern and involvement of Thomas Merton. The apophatic spiritualities emphasize a wisdom of contemplation through negation, and the goal of that contemplation is the love and knowledge of God. A curiosity of apophatic prayer is that its central insight-negation- should never be practiced by a beginner. Both the Cloud and John of the Cross counsel that apophatic prayer is not for everyone, that beginners should definitely rely on the media.ting image, and that there are signs by which one can know if he or she is called to this form of prayer.'9 At the other extreme, answering "yes" to both world and history, are the apostolic spiritualities. An apostolic spirituality views the world and history as a locus for self-transformation, Its expressions can vary greatly. Ignatius was concerned with "the defense and propagation of the faith and the progress of souls.''3° For Ignatius holiness was found through an involvement with the 27 The idea for this came to me from reading John Macquarrie, Christian Hope (Seabury, 1978). In a s~ction called, "A Typology of Interpretations" (pp.86-88), Macquarrie works out four types of Christian hope: individual vs. social, this-worldly vs. other-worldly expectations, evolutionary vs. revolutionary, and realized vs. future. 2a Apophatic: in speaking of God one can either affirm certain truths (kataphatic theology) or, realizing that God is beyond any conceptualization, one can speak o'f him by negation (apophatic theology). The apophatic mystics are those whose way the the way of unknowing. This can be found to a high degree in many mystical writers, and the chief source for ~their apophatic vocabulary is the work of a mysterious Syrian monk of the t:ifth or sixth century who has been known through the ages as Dionysius the Areopagite or pseudo-Dionysius. 29 Cloud of Unknowing, c. 75. John of the Cross~ Ascent of Mount Carmel, translated, edited, and introduced by E. Allison Peers (Image, 1958) Book I1, c. xiii, pp. 219-223. ~0 Ignatius Loyola, The Formula of the Institute, as contained in the papal bull, Exposcit debitum Study of Spirituality world in an attempt to spread the kingdom. Ignatius' successor, Father Pedro Arrupe, wants "the conversion of the individual" but he also wants to "transform the world into a fit habitation for justice and humanity.''3' It is important to distinguish apostolic work from apostolic spirituality as that model is being described here. Everyone is called in some way to the apostolate, but not everyone seeks God primarily through involvement with the world and the transformation of its history. When a particular spirituality adopts the vocabulary of involvement and transformation in its expressions of the authentic and the inauthentic and in its statement of wisdom, then it exem-plifies the essential marks of the apostolic model. A city-of-Godspirituality, saying "yes" to the world and "no" to history, is characterized by the location of expressions of the authentic in one special place in the world to the exclusion of others. This place, which then becomes a reflection of the kingdom of God, could be a monastery, the home, or even the individual human heart. St. Benedict summarized his wisdom in the form of a Rule: how to live the kingdom together in the monastery. The Imitation of Christ counsels flight to the safety of our own hearts where "you will see the kingdom of God come into your soul.''32 A city-of-God spirituality has probably been the norm for most Christians throughout history, and it is also a characteristic of every other type of spirituality, even if not the primary one. Whenever we focus on a particular community or on our own heart we are highlighting the city-of-God dimension of our spiritual lives, The prophetic spirituality finds expressions of the authentic in .history but not in the world. The Old Testament prophet offered interpretations of history as well as judgments. The radical poverty of St. Francis of Assisi was a judgment of the abuse of material wealth and it was a sign of hope in a God who would fulfill all promises. Prophetic spirituality is often characterized.by living one or more of the gospel values to an extreme: Francis and poverty, the virgins and ascetics living a life of celibacy while awaiting martyrdom in the early Church, or the gospel-motivated civil disobedience in our own times. While prophetic spirituality often contains the dimension of a "challenge" it certainly need not be a gloomy spirituality--as witnessed by the joy of St. Francis. Once again, we must not adhere to these models too rigorously. The ex-amples given above illustrated the tendencies of their respective models to a marked degree; but most spiritualities, includ!ng those mentioned, are mix-of July 21, 1550. Translation from Th~ Constitutions of the Society of Jesus, translated and edited by George Ganss (Institute of Jesuit Sources, 1970), p. 66. ~ Pedro Arrupe, "The Challenge of the World and the Mission of the Society," opening address to the Thirty-Second General Congregation of the Society of Jesus. Published in .4 Planet to Heal translated with notes by John Harriott (Ignatian Center of Spirituality, Rome, 1975), p. 312. ~ Imitation of Christ, Book 11, c. 1. 16 / Review for Religious, Volume 40, 1981/1 tures of all four, with perhaps one or more predominating. With this caution. in mind we could make use of the models to organize and clarify the dif-ferences and similarities we observe among the various spiritualities. For ex-ample, both Ignatius of Loyola and John of the Cross were sixteenth-century Spanish saints who shared the same geography and culture. The spiritualities of both these men are familiar enough to us that we would not be surprised to find a number of significant differences in spite of similar backgrounds. We know that consolation is an important part of the spirituality of Ignatius: it is an expression of the authentic, something to be sought in prayer. For John of the Cross, on the other hand, consolation in prayer was often a sign of the in-authentic: the contemplative advancing in prayer should neither seek consola-tion nor trust it when it came.~3 This apparent contradiction is resolved when we remember that we are dealing with two very different models of spiritual-ity. John, the apophatic mystic who shuns specific images so as to approach God in the "night," is consistent within his model when he rejects consola-tions. Ignatius, the apostolic man who finds God in the world through specific choices, is consistent in asking to have these choices confirmed through con-solation. Apophatic and apostolic are different paths of spiritual growth. Towards Evaluation Ultimately evaluation is the responsibility of the Church, and over the cen-turies she has generally given a wide latitude to the expressions claiming to be of the Spirit. As long as a spirituality refrained from making its charism nor-mative for all Christians, maintained a balanced view of theology and human nature, and did not habitually defy the directions of the hierarchy, the Church has been at least tolerant if not actively supportive. Ronaid Knox has catalogued a number of exotic spiritual movements beginning with the Corin-thian community, and his very thorough work is an encyclopedia of spiritual aberrations together with the appropriate judgment of the Church.3' Negative criteria are much easier to establish than positive, and the records of the Holy Office detail specific distortions to be avoided rather than positive principles on which to build. But, then, most great spiritual leaders did not consult the Vatican archives in order to construct a charism; they responded to the work of the Spirit and left the editing to others. Nonetheless~ it is possible to point out three indicators of a good spirituality: good theology, good sense, and good results. Good spirituality must flow out of the Christian communi-ty's understanding of the gospel and hence must exhibit good theology. Spirituality is a human movement, and so good spirituality should reflect a keen sensitivity to the human condition--good sense. Finally, a good spirituality will produce good results because it will be the work of the Holy Spirit-- "Whoever remains in me, with me in him, bears fruit in plenty" (Jn 15:5). John of the Cross, Ascent of Mount Carmel, Book II, cc. 4, 7. Ronald Knox, Enthusiasm (Oxford University Press, 1961). Study of Spirituality / 17 Good theology and good sense are not abstract principles which can be ap-plied unerringly to any new situation. In most cases they are the culmination of a long process of give and take between the Church and the proponents of a new spirituality. On the one side there must be an increasingly sympathetic understanding of the expressions of the new spirituality; on the other, there must be a growing clarification of the meanings of those expressions. Let us take St. Francis of Assisi and the Franciscans as an example. The cry for the vita apostolica--a return to the life of the gospels in penance, poverty, and preaching--did not appear suddenly in 1206 when Francis over-came his fear of leprosy. The twelfth century had already witnessed a large nu.mber of spiritual movements toward the vita apostolica, and many of these movements were in tension with the Church. A change in the socio-economic climate, the abuses of wealth especially among the clergy, and the Church's own reforms of the eleventh century had brought about a hunger for new ways of expressing the spiritual aspirations of those who did not feel called to the cloistered life of the monastery. The Cathars,3~ the Humiliati,~6 and the Waldensians~' were some of the better known movements which answered to this hunger. Almost inevitably there was resistance from the official Church. If we leave aside misunderstandings and personal animosities, this resistance was usually on theological and pastoral grounds. Theologically, the new movements presented opinions ranging from the outright dualism of the Cathars tothe denial of the validity of a sacrament administered by a corrupt priest. Such theological opinions, which touched the sacramental nature of the Church, could not be tolerated. Pastorally, the issue was normally over the right to preach. Did a person who took the gospel seriously and lived poorly have the right to preach without the permission of the local clergy or bishops? Both the Waldensians and the Humiliati approached Rome for approval but were rebuffed on the question of preaching. No one denied the need for greater poverty, and the pope himself called ~' The Cathars, also known as Albigensians, were especially active in southern France from the middle of the twelfth century. They were virtually a distinct religion with their own organization of dioceses. Theologically they were influenced by the Bogomils of Bulgaria whose theology can be traced back to a Manichean dualism. ~6 The Waldensians were an evangelical movement founded by Valdes, a merchant from Lyons~ They attempted to remain orthodox but were forbidden to preach at the time of the Third Lateran Council (I 179). ~' The Humiliati appeared in northern Italy during the second part of the twelfth century. They were forbidden to preach in 1179 but were eventually reconciled to the Church by Innocent III in 1201. He gave them a threefold rule which regulated the men as canons regular, the women as religious, and a group of married people as a type of third order. For an interesting treatment of the dealings of Innocent Ill with the Humiliati see Brenda Bolton, "Innocent lll's Treatment of the Humiliati", from Popular Belief and Practice, edited by G.J. Cuming and Derek Baker (Cambridge University Press, 1972). 18 / Review for Religious, Volume 40, 1981/1 the bishops and clergy to task for their failure to preach the gospel;38 it was a c/uestion of finding the right form. What took place in the twelfth century was a twofold development whereby the new expressions of spirituality were being clarified against the theological-pastoral demands of the Church; and the Church was learning to listen with more sympathy to the different spiritual needs of her people. By the end of the century the time was ripe for Francis and Dominic. Of course, the phenomenon of St. Francis was not just the inevitable out-come of an historical development. It was also the special work of God's grace in a man who was both generous enough to respond to the call for a life of radical poverty and humble enough to listen to the voice of the Church. Nonetheless, that long century of development points to the kind of prepara-tion and hard work out of which true spiritual insight is born. Nor did Innocent lII's approval of Francis in 1209 complete the process. As numbers increased problems did also. Good sense and a sound understanding of human nature called for certain modifications. More structure and organiza-tion were needed which could channel the charism without destroying it. Pro-vinces were established, local houses and superiors appointed and a year's novitiate was required.39 If we shift back into our own century we realize that the Church is con-stantly faced with new expressions of spirituality arising from the legitimate aspirations of a people hungering for God. These new movements need ~to be examined in the light of good theology and good sense, and they need to receive the sympathetic understanding of the Church. A serious study of spirituality can make a genuine contribution to this endeavor. First of all, a new spirituality needs to identify, and then clarify its expres-sions. This is the work of analysis described earlier. What are the expressions of the authentic and the inauthentic and the forms which organize them? What is its wisdom? Only after these questions are carefully answered does theological evaluation become possible. When we know the expressions of the spirituality and their relationship to one another, then we know its theological stance and we can judge it. The analysis will also reveal the spirituality's perspective on human nature, its understanding of the human condition. While great care must be exercised here, it would violate good sense to have a ,8 In his treatment of the twelfth century, M.-D. Chenu wrote: "Peter the Chanter had denounced the 'most dreadful silence' (pessima taciturnitas) of the clergy, and both Peter and Innocent Ill had invoked a phrase from Isaiah (56:10) to repudiate "these muted dogs who don't have it in them to bark," M.-D. Chenu, Nature, Man, and Society in the Twelfth Century." Essays on New Theological Perspectives in the Latin West, selected, edited, and translated by Jerome Taylor and Lester L. Little. preface by I~tienne Gilson. (University of Chicago Press, 1968), p. 244. ~9 For a discussion of these developments, see Cajetan Esser, Origins of the Franciscan Order, translated by Aedan Daly, O.F.M: and Dr. lrina Lynch (Chicago: Franciscan Herald Press, 1970); see especially Chapter Ill: "First Crises and Attempts to Overcome Them." Study of Spirituality / 19 spirituality which proved to be psychologically destructive. It has unfor-tunately happened in the history of spirituality that "leaving the world" has become an occasion for hatred and destruction of the self or the body rather than a love for God?° Finally, analysis of a new spirituality will reveal its in-ternal coherence or lack thereof. This is important because personal growth demands a certain degree of unity of purpose and technique, and a spirituality which seems to move in many different directions at the same time will only provoke confusion and frustration. While this may appear to be obvious, it is not always so easy to recognize. For example, a spirituality expressed entirely in a nineteenth-century idiom might exhibit good theology and good psychology, but unless it is able to translate itself coherently into the language and forms of the twentieth century there will always be an unnecessary tension from trying to operate in a world view, a cosmology, which is no longer our own. This was one of the reasons for Vatican II's call for adaptation in religious life. In addition, a new spirituality needs to be understood externally, and this is the work of comparison and contrast. From the Church's standpoint, evaluation will be enhanced wfien a spirituality is known in relation to other spiritualities both past and present. This much goes without saying~ But such an external understanding'can also be quite useful for the spirituality itself. One of the habitual dangers for a new movement is to see itself as being unique in respo ~nding to the call of the gospels. Time and time again this has resulted in sectarianism and heresy. When a spirituality understands itself in the con-text of.history it will be better able to appreciate its uniqueness without overestimating its importance. 40 An extreme example of this might be found in the Cathars who practiced (though rarelY,) a form of suicide by starvation called endura. This occurred only after the reception of the consolamen-turn which was a conbination of baptism and Eucharist. Once the believer received the con'- solarnentum he or she was to live without any sin whatsoever. It was in fear of a relapse that some chose to end their lives as soon after consolsmentum as possible. The Treasurer As Professional Paschal Phillips, O.C.S.O. Father Phillips is a member of the monastery of Our Lady of Guadalupe Trappist Abbey; Lafayette, OR 97127. Ulnder the bland title of this article lurks a contentious thesis. I hope to demonstrate that the function of the provincial treasurer is a specialized, pro-fessional calling, importantly distinct from related professions such as accounting or management, but every bit as clearly definable and of crucial importance to religious communities. The practical issue of all this appears in the damage done through failure to recognize or effectively utilize this unique function, and the concomitant misjudgments concerning training, qualification, and role recognition. Problems of Definition At the outset, the multiplicity of terms presents a hurdle with symbolic overtones. Titles such as "procurator" "econome" "cellarer" "fiscus" and "minister" vie with more commonplace old standbys like "treasurer" and "business manager" in vague but roughly interchangeable usage. The fact that such nebulous nomenclature has continued points to a lack of reflection on the common nature of the office underlying the multiple titles. Admittedly the office, which we shall for simplicity's sake henceforth call "treasurer," does admit of multiple definitions, since it changes not only from congregation to congregation, but, even more radically, with the person-alities of the incumbent and of the major superior served by the incumbent. In fact, it is usually easier to note major differences in the function which ensue from each provincial election than it is to discover a consistent pattern of divergence between the "economes" of congregation X and the "proc-urators" of congregation Y. 2O The Treasurer as Professional / 21 Besides, any congregation is free to define the duties of its various officers without having to make special reference to neat patterns convenient to the writers of magazine articles. It might follow that analyzing the functions of a treasurer is spreading nets to catch the wind, and that the function--if indeed there is a function at all--is characterized mostly by its lack of fixed form, for its utility lies largely in adapting to present circumstances and local custom. This is certainly true so far as peripheral duties such as bookkeeping go. But, under all the pluralism, a hard core of significance remains that may reward further reflection. The Core Function We live in a world of professionalism. Our first thought, in any need, is to call in a specialist. But routine can create problems. We are so used to calling in an "ologist,"'or training a member of the community to become one (which amounts to the same thing) that we hardly notice, much less reflect upon, the rather delicate set of questions that ought to proceed the call: Do we need help? Is this area important? Wti6m shall we consult? How Will the answers we get be conveyed to the community and its superiors? How will they be adapted to our needs? And how will we know that the answers have been accurately grasped, and emotionally accepted? The core-function of the provincial treasurer appears to be discovered through asking questions such as those, and providing some approaches to the answers. The function might be defined as liaison between the religious pur-pose of the community, and "the world" as organizational (business, legal, financial aspects). An example may clarify. Take the question of accounting: in many a congregation, any sentence which connects the words "treasurer" and "professional" automatically elicits the image of technical accountant. After all, the thinking goes, do we not carefully train teachers and cooks, pro-vincials and novice masters? So send the treasurer off to the university, and turn him or her into a C.P.A.! But there's the rub! We may have trained a C.P.A. who can perform a useful function-- but we have not trained a treasurer. This is not to deny that technical accounting abilities are one of the building blocks, but it does sug-gest that one building block does not make a whole structure. Reconstruct the scene from, that unfamiliar vantage point which defines the treasurer as the person who provides the liaison between the religious com-munity as religious and "the world" as organization. Obviously, accounting expertise is essential to understand and analyze much of what the organiza-tional world has to say to the religious, as it is also essential to translate some of the organizational and support problems of the community into a concise form that can be understood by speakers of "business-ese." But to stop at that point sets the stage for a familiar scenario: a treasurer who conceives his entire function to be that of expert in accounting (and he exists in a milieu where the tacit assumptions all reenforce this point of view), produces ever 22 / Review for Religious, Volume 40, 1981/1 more sophisticated and technically accurate quarterly reports, and submits them in all their complexity to a superior and council whose ability to under-stand them is no more sophisticated than it ever was. In practice the community ends with some poorly conceived mixture of ad hoc remedies. For example, the superior himself burns the midnight oil, hoping to assimilate the skills which enable business executives to glean their impressive insights from such corporate accounts. What has happened is that the already overburdened superior has taken on what is actually the core role of the treasurer. He is attempting to interpret to himself what the business world is saying, and the results are not always happy. The major superior has no time, really, to handle this added, and usually unwelcome chore. Neither does the training nor the personality traits which qualify a good religious superior easily blend well with the demands of business administration. Fur-ther, the superior is there~by subtly insulated from one key source of counsel, and this in an ominous way, since the change is scarcely noticed. Another common reaction of sophisticated reporting to .an unsophisti-cated audience is one of bland beffiddlement. An increasing percentage of council and community simply announce that they have no time for that sort of thing. They are sure that"such i~pressive figures must mean something, and "it is so comforting to realize that we can depend on such a skilled and dedicated treasurer." This remedy: so called, operates in the reverse of the one before. Now it is the treasurer who is isolated from needed feedback and in-telligent questioning, and the treasurer slowly begins to make decisions (or, more commonly, subconsciously to set things up so that only one decision can be made) which should have involved the superior's informed judgment from the start. The misunderstandings and confusions which result, and which so often are blamed on instincts for power or on exaggerated professionalism, are at root only the natural concomitants of poor role-definition. The above examples are painted in bold strokes. In practice any trained treasurer makes a more or less intelligent effort to translate the economic trends revealed by the analysis of the community books and by a general familiarity with the business cycle (changes of interest rates, increasing cost of government, red tape, inflation), and in those cases where this function is handled with skill and sensitivity, there is no doubt that the treasurer's office is being well served by its present incumbent. However, the main point is precisely that a function so delicate and so important should not be performed in a fit of absentmindedness. Few realize that there is the exact point where unreflective instincts, presenting a hastily conceived adaptation of the secular counterpart found in stockholders reports, as unverified assumption that "they" got the message, in short, amateurism, can effectively negate the benefits arising from professional accounting, skilled business analysis, and all the rest. The Treasurer as Professional / 23 Title and Function It should be apparent that one of our problems stems from the very title "treasurer," with its built-in connotation of "bookkeeper." Things are slightly better in more ancient Orders where the person filling this liaison role is called by some more generic title such as "procurator," but the basic prob-lem of role-definition usually remains unexamined. It is entirely possible that the "core function" we have been elaborating could be performed by someone other than the titular treasurer. Indeed, one of the problems is precisely that such is often the case, that, for lack of reflec-tion on the situation, this crucial liaison function is poorly performed by per-sons who scarcely realize they are even involved in such a role. Take, for example, these instances where some dedicated lay person now holds the office of provincial treasurer. There can be no question of these indi-viduals' technical skills, but, on the other hand, there can be little chance that they could ever deal with the community on the deep level of two-way com-munication that is needed to perform this liaison function. Yet someone must be performing that function--however imperfectly--or else the community would be left on the legendary "Cloud 9," a not unknown circumstance, sad to relate. Whoever that "someone" is, he or she is the de facto treasurer, while the holder of the titular office doubtless remains, skilled in his other profes-sion which is valid in itself but different in scope. Still, the very essence of the liaison function does d~mand an alert, in-formed, and up-to-date acquaintance with modern business and government trends. It is doubtful that any community officer except the treasurer would have the time, or even the inclination, to remain permanently qualified for the role. So if the titular treasurer is not the one functioning in the liaison role, our foregone conclusion is that sooner or later the function will be indifferently served. The essential connection between membership in the religious community and the liaison function is illumined more by practice than theory. At the risk of running one example to death we return to the quarterly accounting report. If the treasurer saw liaison as his or her primary function, the first question would still be "where can I hire a skilled .accounting technician to generate thoroughly reliable and professional figures?" Even the second question might be equally unsurprising: "Have I assured myself that I have the technical expertise to evaluate, accurately and professionally, the implications of the figures so presented?" (Already the field has broadened: the evaluation would, of necessity, include factors not strictly within the purview of an ac-countant.) It is the next step which becomes more demanding. "Exactly who are the real power-people and opinion-molders in the congregation, ~:egardless of title? And which items in this mass of data are the ones they need in order to make the decisions pertinent to th'eir role?" And, "Considering the individual personality, background training, and press of duties experienced by each such individual, what is the most effective way to present this data to him or 94 / Review for Religious, I/olume 40, 1981/1 her?" (These questions can lead to the elaboration of some very unorthodox but extremely effective financial reports!) /. It is a rare treasurer who sees the answer to the last two questions as so cen-tral as to demand more skill, more time, more thought and, if available, more training than the elaboration of the figures themselves. It is a rare community which would not be enriched and facilitated if the treasurer did just that. But it also seems next to impossible that any outsider, no matter how sagacious or trusted, could really have the indispensable in-depth understanding of the per-sonality limitations, the real power distribution (as distinguished from a table of organization), and the sundry lapses in hearing skills which form the living matrix of intramural communications. Perhaps fortunately, the liaison function is not usually looked upon as at-tached to the highest echelons of power. Yet, it is all too easy for casual observers, who already have the treasurer pigeonholed in a relatively trivial technician's role, to see any such outreach into the one indispensable function as an intrusion on the role of the superior. Such a reaction, though, is more concerned with shadow than substance: the very essence of the liaison function is to assist, not supplant, the superior in making informed decisions, and to assist, not supplant, the community in understanding the options open to them. Areas of Practical Concern The many excellent circulars on taxes, social security and related subjects coming from the offices of CMSM and LCWR provide opportunity for a quick, but necessarily very rough, check-up. These documents certainly sug-gest impending changes in life-style, deteriorating legal immunities, new norms of economic security and other important long-term adjustments of our community lives. Are these coming changes being considered in advance in every community? Do the CMSM circulars filter down at all? If not, perhaps the liaison function could improve to fill the void. Before noting more current problems, a somewhat dated example might provide historical insight. Between Leo XIII and circa 1970 there was a grow-ing rift between the papal social encyclicals and the employment policies of certain Catholic institutions. Areas of tension have run all the way from the areas of unionization through wages, pensions, and fringe benefits, to on-the-job working conditions. The business world of the United States had somehow tended to come more into line with the encyclicals than religious! Fortunately, this is largely water under the bridge; the majority of Catholic religious orders have recently shown an informed awareness of the problems of Christian employment, even in cases where lack of funds has made it very difficult to know how to respond. But it did take a long time, in some cases a scandalously long time. And the evident surprise which has overtaken more than one provincial administration when the "dear, dedicated lay-teachers" or the "sweet smiling nurses" hit the picket lines, would argue some degree of The Treasurer as Professional / 25 failure in their early-warning system. It is hard to imagine that the fumbling, uncertain--sometimes obscurant-ist- labor relations poli~ie~ ~l:iich charaCteriZed churchly institutions before 1970 would not have been improved if there had been in each congregation one person who was consciously aware of his or her duty to become fully in-formed concerning these trends, and to communicate them to a congregation which was itself aware of having appointed him to such a post-- and respected his function. In short, if each community had possessed a treasurer who was expected to perform the core-function of that office, and trained t.o do it, and if each such treasurer had been left enough time from routine mechanical ac-counting chores to function thus, the whole tale would have been quite dif-ferent. In the absence of that function filled, too often surprise and misinfor-mation proved a poor substitute for expertise at the bargaining table, and in the delicate reestablishment of truly Christian relationships afterward. Even though the labor relations example can be classified as historical in most communities (not all!), it still cannot be written off. For example, the presence of Douglas Frazier of the United Auto Workers on the Chrysler Cor-poration Board of Directors is no doubt just the tip of a large iceberg. Already in Europe workers' representatives on the top levels of management are a commonplace. Is anyone looking up from the accounting books long enough to start formulating a response, or thinking out alternatives, or evaluating present practices, or otherwise preparing for the day when the staff at Hospital A and High School B will be demanding board representation-- per-haps on the management level of the parent religious community itself? Insurance programs reveal another type of need. Too often "profes-sionalism" in the treasurer has been equivalated to the qualification requisite in some other profession simply because no one has noted that the liaison function is a separate profession in itself. We have already noted how this tends, in the accounting function, simply to distance the treasurer from the needs of the community superiors who are not businessmen and therefore can-not be reasonably expected to get maximum benefit from financial anal~,sis designed for business executives. In the related questions of insurance coverage, the problem takes a slightly different twist, although profes-sionalism (again the wrong profession!) here also ends up searching for the solutions that are most effective in the business world. In practice, we end by asking "How can we most expeditiously fit our community into insurance programs written for secular concerns?" The results are often ingenious and admirable examples of the professionalism of the insurance industry. But if someone in the communitY were professionally alert to the peculiar nature of a religious organization as such, he might well end up asking, "What are tl~e unique needs of this community, regardless of what fits the secular organization?" The answer may be quite surprising, and almost always results in unexpected savings and administrative simplification. Fortunately, the question is being asked more and more, and, as a result, some 26 / Review for Religious, Volume 40, 1981/1 specialized insurance policies are being written from the ground up to fit the unique needs of Catholic religious orders. But it should have happened sooner, and the questions should have been asked in many more quarters. Even today too many religious are paying insurance premiums for maternity benefits! The center-stage projects of the hour are probably energy conservation and socio-political activism via proxy voting and the like. Both problem areas carry implications of long-term and profound changes in community life-style. Both, too, are typical in their relations to the treasurer as professional. The current pattern of response is often enough characterized by aimless drift, unplanned, sporadic action, or responses evidently dominated by oen-thusiasts in the community who may or may not have a grasp of the long-run legal and economic implications. Since these areas do have overtones which are none of the treasurer's pro-fessional concern (although hopefully he or she will be deeply concerned as a committed Christian and religious), it follows that the treasurer should not be trying to direct the basic policy decisions in these affairs. But the complexity and multiple legal interlockings involved also suggest that someone--some one-- in each community has to be in a position to study the question from an overall point of view, and to do so with a trained expertise. Some individual must eventually take responsibility for gathering all available information and casting it ina form that alerts both officers and community to the implications for life-style, future economic security, hazards to legal immunities, and all the rest. Further, whereas ad hoc studies can be commendable, some one has gotto stick to the job and follow through, lest the community of 1985 be still acting on the circumstances of 1975. Both by a process of elimination and by logic, this important and irreplaceable function sooner or later (probably sooner) comes home to roost in the treasurer's office, If the incumbent is viewed as a mere technician who handles the computer printout, the community response will, in all probabil-ity," follow the too familiar pattern of muddling through very deep muddles. The rapid erosion of those tax exemptions which form.the practical economic basis of most religious communities provides another field of con-cern for the treasurer as professional liaison officer. Few communities have ever even done any daydreaming, much less planning, about the impact of various all,too-probable changes in the. tax laws. The tendency is to cling mutely and hopefully to the leaky ship. Thisis a wise procedure so faras day-to- day operations are concerned. But some one somewhere in the community should be monitoring, injecting caution into long-range plans, alerting superiors and community to the dangerous side effects of this or that policy, and noting, at least in passing, such unexamined drifts as the slow tendency of both tax courts and local officials to forget the tacit but once universal assumption that religious communities are families (for example: the recent The Treasurer as Professional / 27 tendency to raise zoning problems about sisters living together in a convent situated in a zone for single families; the erosion of the rights of superiors to make decisions for dying, unconscious, or elderly confused members of the community; difficulties with state officials who insist on nursing-home regulations instead of family rules for convents caring for a few elderly sisters, and so on. It is all of a pattern: we are being redefined as "strangers" -- and no one seems to notice). Unfortunately, the personality who gets maximum satisfaction out of the tidy details of bookkeeping is only rarely the same as the one who can perceive social or economic change from afar off. The rare exceptions are indeed pearls of great price. But the core-function is impossible, even for the pearls, if the only training they receive and the only role expectation they encounter are directed exclusively toward the routine of day-to-day administration. Conclusion In the twelfth chapter of Romans, St. Paul surprisingly lists "administra-tion" among the gifts of the Spirit. Indeed, he lists it just after prophecy and before teaching, preaching and almsgiving. It would be ridiculous to apply his thought literally to any specific church functionary, treasurers included--no doubt he had wider nets to spread. But Paul does thereby warn us not to trivialize the administrative functions in the Church into routine mechanics and technological computer-feeding. Faith, judgment, and spiritual insight are necessary, and the community which restricts its gifts of time, training, and trust to major superiors, novice masters, and theology faculties may be quenching the Spirit in a vital area of action. Reflection on the real core-function of the treasurer may lead in most cases not only to a deeper appreciation, of that office, but t9 some understanding of the damnable frustrations connected thereto. Hopefully such reflection could also lead to a major review of the qualifications for the office, along with adjustments in the organizational and psychological matrix which is required for its effective fulfillment. Admittedly there is no place where anyone can go for training in this most delicate function (the author is hatching a plot in this regard!), but probably such training is little needed at least at first. The first Step is to identify who, if anyone, performs the liaison function in the community and then to recognize that function as needed, legitimate, and welcome. Much else will follow naturally. The Eucharist, Priesthood, and Renewal Neil J. Draves-A rpaia Father Draves-Arpaia is a priest attached to Our Lady of Perpetual Help parish. The mailing address is: P.O. Box 160; Scottsdale, AZ 85252. Priesthood is not intrinsically linked to celebration. It is first, and ultimate-ly, united with self-giving, and therefore, sacrifice. And since the sacrifice of-fered by Christians at Eucharist is the victory of Christ which has brought us salvation, it is impossible, once we have grasped the depth of meaning and the redemptive grace of the eucharistic sacrifice, to be any other way than "celebrative." Those who would reduce the Mass to sober ritual, executed with rubrical precision and stone-faced devotion, or those who would see it as a moment for "religious merriment" have moved awfiy, in either direction, from the core mystery that the eucharistic celebration is. For me, the amuse-ment of one group and the solemn piety of the other are both suspect, and neither adequately speak or witness to priesthood to being a priestlypeople. What then might we look for? 1 believe it is necessary to move away from speaking on the Mass for a moment and concentrate on the daily life of God's people. Self-giving, self-forgetting love, sacrifice (whichever term we use) once placed within Christianity must be evaluated in light of the Cross. The eucharistic sacrifice then has "cruciform" implications, and we must look to a cross section of responses and attitudes that come forth from God's people in Christ. Priesthood is a visible sign in our midst of the reality of sacrifice, specifically in the life of a person who is priest, and in the believing communi-ty that would be priestly. Both must express in clear terms and behavior that something two-fold is happening in their lives: that, first, their personal rela-tionship with God is solid and radically oriented towards incarnating the first 28 The Eucharist, Priesthood, and Renewal and greatest commandment, and, then, that their human relationships are more than superficial and nice, but solid, radically oriented towards incar-nating the second and greatest commandment. How might we begin to make evaluation of these? I'm convinced that the priesthood of the faithful and the ministerial priesthood must look to the life of prayer, be it expressed in formal, informal, public or private prayer-styles. There we must begin to ask if, when we go before the Lord, we are truly inter-ceding on behalf of one another. This will give us an indication of how much and to what degree we are in touch with human life and the genuine human needs of those around us. If we cannot bring ourselves to intercede, then we cannot fulfill our principle role as priests or as a priestly people. This is especially significant to the role of the priest-president at the eucharistic sacrifice, for without a continuous sense of intercession in the daily life of the priest, the eucharistic prayer will be formula-oriented and not at all like the priestly prayer of Jesus, who went to the Father on behalf of the people. Next, we must look, priests particularly, to our horizontal prayer: our beseeching and inviting the people to come forward as instruments and missionaries of love. It might not always mean using words, nor may it require lengthy "shar-ing sessions." Priestly people and ordained priests need to know more about the fact that in any "priestly" experience, the action must speak louder than the words. The religious leaders of Jesus' day, from the picture we get from the Scriptures, had words that spoke more loudly than their actions. Jesus called his disciples to the converse: action over words, both in G~d-oriented matters (faith) and people-oriented matters (charity). It's also important to keep in mind that Jesus had the least to say when he was crucified. It was at that moment alone that his Gospel call to love hung totally on pure act. What can we conclude with regard to priesthood and its place within pres-ent renewal and the Eucharist? Liturgical renewal cannot have the impact it is meant to have if it is not preempted by a priesthood that speaks clearly on the issue of "self-giving." For the decade and a half since the Constitution on the Sacred Liturgy was issued by the Council, the Church has heard stressed that "the liturgy is the summit toward which the activity of the Church is directed," and that the faithful should approach the sacred mysteries with the proper dispositions so as to cooperate with grace, for the liturgy to produce its full effect. If the Eucharist is the summit, what is the base of Christian activi-ty, if it is not self-giving? And what is the proper disposition with which we ap-proach the eucharistic celebration, if it is not a readiness and willingness to be of praise and thanksgiving, openness and intercession, primarily in attitude, secondarily in words? Priesthood, both ministerial and the priesthood of the faithful (but prin-cipally the ordained priesthood)in itself must begin to look more like the eucharistic sacrifice to the Father with the people of God assembled. It must show itself "in the flesh" to be a continuum between brokenness and wholeness, of movement from the confines of secular humanism and/or 30 / Review for Religious, Volume 40, 1981/1 religious elitism (clericalism, fundamentally among priests themselves and the structures in which they function) to a sharedness, not solely in matters of, priestly service to the Church, but in the basic issues of their lives, issues which are common to all lives. Priesthood, as an instrument of renewal and in its ef-fect upon the Eucharist, becomes an incarnational experience, for it takes the Word and makes it a Verbum Dei: fleshes it, clothes it, directs it towards the kingdom. The moment becomes a means for priesthood to have within it a holiness that is greater than that of the scribes and pharisees since it acts on rather than talks about the concrete issues which face the world today. So, at the base of Christian existence the priesthood is motivation for the Lord's people to join in sacrifice both at the table of the Lord and at the table which is the world. The nature of this life of self-giving requires unconditionally simple signs which speak to the people, like the signs of bread and wine. But signs of love in the daily life of the priest become obscured when humanness is over-taken by a rank-ism in the Church which, in turn, degenerates priesthood into a separate class aloof from the laity and ineffective in speaking about their life experience except in the most "lofty" sort of ways. As the liturgical renewal called for a stripping of secoridary elements which found their way into the eucharistic celebration over the centuries, the priesthood, too, if it is to be an aid in the deep renewal of the Church, must have itself stripped of non-essentials. Like the eucharistic sacrifice of the Roman Rite; priesthood must begin to face the people and become more accountable to them. It must have its distracti'ng bells quieted. Priests, one would hope, can more effectively speak the language of the people and must appreciate how much priesthood's unique gifts come from the people and must return to them. It must witness a praise of life by the priest's readiness to help the human condition in each per-son's struggle to become reconciled to God. Priesthood, to me, expresses its thanksgiving best when priests themselves show a humbleness (which active thanks implies) before God and people, plus an openness which allows for the person of the priest to be nurtured by the community he is calling into fullness. This call to intercession is a vehicle, not for doing some thing for others, but as a preparation, a prayer, to be with them. To pray on behalf of others re-quires that the priest be half of the person who is neighbor. This would mean that we move beyond any limited and debilitating spirituality which might suggest that God hears the prayers of priest over those of the laity. The truly intercessory prayer that is Christian is the one which seeks from God a "oneness" with the p,eople to whom the priest is sent, as did the prayer of Jesus, "that all may be one as you, Father, are in me, and I in you; I pray that they may be one in us." Intercessory prayer speaks of sacrifice, for it moves away from the tendency to badger God for things for ourselves and others, and, when made by a priest, requests that he, here and now, will become the response the Lord would make to those in need. It is occasion for furthering solidarity in the Body of Christ (person to person) and for furthering solidar-ity in the Body of Christ (person to person) and for allowing the Holy Spirit to The Eucharist, Priesthood, and Renewal use priesthood as sacrament (God to his people). When intercession is made by a priestly, people, they pray to be the response the Lord would make to the world's needs, and the Church then can be a "kind of sacrament of union and unity." In this way, personal needs, while neither denied nor overlooked, become secondary for the moment, and the needs of others become primary for the moment. Intercessory prayer does not give us the chance to be self-seeking, or to approach God with the long multiplication of words that would make prayer manipulative and evasive. It helps us to understand more precise-ly why Jesus r~jects this as authentic prayer and replaces it with a simple prayer of unity that begins, "Our Father in heaven." The prayer of the priest (or of a priestly people) allows for lives to blend, and there will be less cause for disparity in the p.riest's daily life and his ministry at Mass, for this sacrificial celebration at the "summit of the Church's activity" will be an authentic summation of what has been. Priesthood has everything to do with self-giving, and as it forces its way out of entrapments it becomes an event, an encounter with what is real. The same applies to the entire people of God in Christ. Events, or moments of self-giving, are times of celebration and joy for they are an exodus from slavery, from the death of isolation and self~centeredness. It is on this issue where renewal is most needed: moving people away from thinking in terms of what they "do" to how they position themselves towards God and neighbor, the way they choose to be. The vocation of priest and of the priestly people leaps away, so to speak, from cultic functions and attendance at such, to a covenant in the eucharistic sacrifice, because there have already been preliminary celebrations ofthis mutual, self-forgetting love among Christians wherever they meet between the times they gather at table in the grace and peace of God, our Father a'nd the Lord Jesus. Catherine of Siena and Raymond of Capua: A Friendship in Perspective Paul Conner, O.P. Father Conner teaches moral and spiritual theology at the Dominican School of Philosophy and Theology of the Graduate Theological Union in Berkeley. His address is: St. Albert's Priory; 5890 Birch Court; Oakland, CA 94618. Catherine Benincasa's public life is more widely known than her personal life: during the six hundred years since her death, attention has been so drawn to her astonishing political impact on the Europe of her day that she is fre-quently called one of the most influential women of history. Within our own decade Catherine's enduring intellectual and spiritual authority has been heightened through her being declared one of the two women doctors of the Church. Little wonder, then, that the private life of this Sienese woman has escaped widespread notice, and yet in regard to human friendships, for instance, few life histories are as intriguing, both in scope and depth of development. I would like to focus attention in this article on the dominant human rela-tionship of her short life of 33 years, her friendship with Blessed Raymond of Capua. This relationship could be understood adequately on its own merits, but I find that it takes shape so much better within the immediate religious setting of Dominican life in which it was born and flourished. Looking to the Lord Jesus is indeed first; but after this, every religious family that seeks the essential features of its life must turn to its founder. Tempting as it might be, I do not claim that friendship is an essential feature of Dominican life, at least as friendship is ordinarily understood--though there are superb examples of it in the Dominican heritage, past and present. What is interesting though, is that Dominic did give the spirit of friendship to 32 Catherine of Siena and Raymond of Capua / 33 his followers, since his own life was so rich, even overflowing, in friendship, human and divine. A glance, then, at his life, together with what might be termed a theological consideration of Dominican friendship, will form a helpful con-text within which to view Catherine's and Raymond's unique friendship. St. Dominic In spite of popular misrepresentation of St. Dominic in later centuries as a stern, inquisitorial figure, conclusive, historical evidence shows him to be an exceptionally loving person. More than three hundred depositions for his canonization; his first biography written by his friend and successor, Jordan of Saxony; the Lives of the Brethren, collecting eyewitness accounts of the early years from all over the order, all tell of the many men and women in various walks of life who cherished friendships with him. Jordan speaks of Dominic's lifelong, radiant mixture of charm and reserve that attracted and held men's hearts. His best modern biographer in English, Bede Jarrett, puts it this way: "God's greatest gift to man in the order of nature, and almost the greatest even on the supernatural plane, is the gift of making and securing friends; and judged by this, Dominic was indeed blessed by God.'" The first brethren assure us that perhaps no one among them had a greater taste for fraternity than Dominic. He enjoyed friendships of varying degrees with his followers, and, like his Lord, chose from among them a "beloved disciple," John of Navarre. With the many communities of sisters that he founded, Dominic always maintained a personal bond, helping them in temporal but particularly spiritual needs, instructing them so that they absorbed his own spirit and dedication to truth. Besides 16aving us a descriptive portrait of Dominic, Blessed Cecilia kept a valuable record of his Roman ministry. She relates that during his visits to the sisters he either "exhorted them to greater spiritual ef-fort or merely sat among them, refreshing them with the charm of his conver-sation and sharing with them the experiences of the day.''2 The range of Dominic's friends outside the order was extensive. Legendary is his beautiful relationship with St. Francis. TheLives of the Brethren records that the two "became but one heart and one soul in God and enjoined their sons to foster this brotherly spirit until the end of time." Dominic befriended men and women converts; family members of people with whom he worked, such as the two daughters of Count Simon de Montfort; women recluses in Rome; bishops and cardinals--even popes. Gregory IX, in the bull of Dominic's canonization dated 1234, wrote that Domin'ic was ' Bede Jarrett, O.P., Life of St. Dominic (New York: Image Books, 1964), p. 122. 2 See M. H. Vicaire, O.P., Histoire de saint Dominique (Paris: Editions du Cerf, 1957), V. 11, pp. 278-279. 34 / Review for Religious, Volume 40, 1981/1 bound to us by ties of deep friendship, before we were raised to the pontificate; his life carried with it in our eyes certain proofs of heroic holiness . We are convinced, as also are our people, that through his prayers God may do us mercy, and that one who was our friend on earth will still in heaven hold us in no less ~ffection. Wherefore. we have determined to add his name to the number of the saints.~ The prominence of friendship in Dominic's life noticeably influenced his early followers. Numerous touching friendships among them are a matter of historical record: Jordan of Saxony and Henry of Cologne, Jordan and Diana d'Andalo, Albert the Great and Thomas Aquinas, and the two Dominicans of particular interest to this article, Catherine of Siena and Raymond of Capua. Theological Atmosphere A certain theological atmosphere has surrounded and, I would say, condi-tioned the development of Dominican friendships throughout the history of the order. This is as it should be, since Dominican life, like Christian life, tends toward fullness of love--primarily with the I ndwelling Divine Persons, but secondarily with all men and women whom God loves. This Christian love, or charity, is the main indicator of vitality and growth in the life of grace. Thomas Aquinas was the first theologian to penetrate into the mystery of charity by way of human experience of authentic friendship, applying his understanding to God's love for us and our love for him.4 A distinctodynamic seems to have resulted, creating the theological atmos-phere to which I refer. Dominicans have looked first to faith for conviction about divine love and friendship with God and God's friends. They have then looked to their personal experience of human friendship with God. They have found, particularly in prayer, that their experience 6f divine friendship served as corrective, if need be, and certainly as goal for their human friendships. These two experiences, the human and divine, mutually illumined and en-riched the other, each according to its competency. I would hazard a guess that a practical result of this theological atmos-phere has been that individual Dominicans were richer or poorer in friend-ships with other Dominicans depending on the age in which they lived. Let me explain. In all ages genuine Dominicans are very discriminating about their friends, owing largely, I think, to this conditioning theological atmosphere. They tend not to let natural instincts for friendship predominate, unless each particular relationship can be harmonized with divine friendship. Authentic charity as their chosen goal must determine everything in their lives. Besides rarely find-ing people enough to their natural liking in the baffling assemblage the Lord calls together in religious communities, their faith and theological orientation ~ See M. H. Vicaire, O.P., Saint Dominique, La vie apostolique Paris: Editions du Cerf, 1965), p~ 90. ¯ See St. Thomas Aquinas, Summa Theologica, lI-ll, q. 23, a. I. Catherine of Siena and Raymond of Capua / 35 yield such a high ideal that natural potential alone is not enough to satisfy them. But in ages when many members of a Dominican community or province or the worldwide order are deeply one in mind and heart about essential goals and ways of Dominican life, friendships abound, even without much founda-tion in natural similarities. Close bonds are formed on the basis of similarity of thought, love for and dedication to the highest, most valuable, and most permanent of realities. On the other hand, history indicates that Dominican friendships are rare in times of wide diversity in mind, heart, and life concerning essentials of a com-mon calling. In these circumstances, with little in common by nature or by grace, profound friendships are the exception. Masculine-Feminine Complementarity in the Order of Preachers Before focusing on the profound relationship between Catherine and Raymond of Capua, let us look at an additional feature which Dominic built into the very structure of his order, namely masculine-feminine complemen-tarity. In Dominic's mind, the men and women of the order were each to con-tribute something essential to the order's goal of contemplating and spreading sacred Truth. His plan was that the nuns should pray and do penance, and the friars should preach. With this complementary power, no obstacle could pre-vent the accomplishment of goals. To assure from the beginning this complementary feature of the order, Dominic established at Prouille (southern France), in 1207, an arrangement he had known from his years as a canon regular in Spain: the "double-monastery" where friars and nuns lived side by side, each in separate convents yet joined in one common life. Later, wherever he had men, Dominic himself established the feminine counterpart: in Madrid in 1217; in Segovia, Saragossa, and Palencia in 1218; in Rome in 1221. He intended the same in Bologna with Diana d'Andalo and a group of her friends, but died before doing so. This planned masculine-feminine complementarity was emphasized throughout the order by the custom of calling the friars "Preachers" and the nuns "Sisters, Preachers, or Preacheresses.' '~ Saint Catherine, Doctor of Friendship Our context is now sufficient for turning to Catherine and Raymond, two Dominicans who personified in their friendship the masculine-feminine com-plementarity of their order. In her writings, Catherine was such a preacheress that, as noted above, she has been declared a Doctor of the Universal Church. Happily enough, she has See Paul M. Conner, O.P., Celibate Love (Huntington, Indiana: Our Sunday Visitor Press, 1979), pp. 54-56. ~16 / Review for Religious, Volume 40, 1981/1 left explicit teaching on human friendship, particularly :in Chapters 41-44 of her famous Dialogue. Briefly, she sees positive temporal and eternal benefits as well as distinct dangers. An enduring benefit is that we do not lose human friendships at death. Rooted in happiness in God, the saints in heaven also share one another's hap-piness and so color their own beatific joy with "more abundant., delight and contentment." Catherine looks at friendship on earth as "consolation, sweetness, com-fort, and joy." Friends here help one another "grow in grace and virtue," and they provoke each other to honor and glorify the heavenly Father. A serious danger arises from human friendship which begins primarily as spiritual love but slowly becomes predominately sensual. To bring con-secrated persons to this end, Satan will insidiously engender a distaste for religious life, inducing them to search for pleasurable compensations in friendships. Prayer is judged in terms of self-satisfaction and is eventually dropped. "Worldly conversations" become more and more appealing and help stifle former desires for prayer, purity of spirit, suffering for God, and fraternal charity. Why does God permit this outcome? It is because he desires to purify the person from his unrecognized imperfection of loving creatures with a love mainly "passionate" or "sensible." After a friendship becomes established, the person might observe, for example, that his friend pays more attention to others than to him. He experiences disappointment and suffering. There are, then, two possible outcomes. His suffering can bring the deepened awareness that he has been seeking self in a love he thought wholly generous--the Father's hoped-for outcome. This insight will give birth to healthy "distrust of self" and to a more perfect love, charity, for all persons, including his par-ticular friend. This happy result, Catherine asserts, can occur only i.n someone "enlightened by faith," who desires "to walk in the virtues.especially prudence and discernment." A person, however, who is "ignorant in the faith" and not striving to walk in virtue, a person who "has no life," as Catherine puts it, will find the experi-ence of diminishing sensible satisfaction in prayer a great danger. He may well follow Satan's lead and give himself up to "confusion, tedium of mind and sadness of heart, abandoning any virtuous exercises." To such a person, friendship will eventually mean ruin and inner "death." Despite her medieval view and expression of things, Catherine's general teaching on spiritual friendship stands clear: it is good if the result is authentic charity, not self-love. Catherine lived her teaching, filling her short life with an amazing range of men and women friends. One among them was unique. Catherine and Raymond Born of the noble Delle Vigne family of Capua in 1330, Raymond entered Catherine of Siena and Raymond of Capua / ~17 the Dominican Order at age seventeen. During studies at .Bologna he excelled in scripture and patrology before obtaining the lectorate degree in sacred theology. He taught in Dominican priory schools between 1358 and 1362, and for the next four years served as spiritual director to the nuns of his order at the monastery of Montepulciano. In 1367, he was elected prior of Santa Maria sopra Minerva, a principal Dominican community of men in Rome. Raymond was sent to Siena some six years later to be Regent of Studies for the young men of the order in training there. And so it was that this man of extensive education and experience came to meet Catherine in 1374, the consequence of both her praying for a confessor capable of guiding her in her evolving mystical experience, and of the order's appointment of Raymond tO investi-gate and direct her life. Catherine promised Raymond obedience, and after some time of testing her authenticity, he came quickly to understand her and her spirituality. From the beginning they admired each other, Raymond recognizing in Catherine a woman of fine intellect, intense striving for sanctity, and tireless apostolate; Catherine in Raymond, a man of intelligence, tact, breadth of understanding, and development in virtue. Upon this basis their friendship grew firm and profound. Frank admission~ in their writings and biographical events reveal that they came to know each other intimately. Catherine opened her whole soul to Raymond, who by his counsel and authority over her, helped her come to full self-knowledge. In four short years their relationship had become very important to both of them. When the pope called Raymond to Rome in 1377 to be prior again of the convent of the Minerva, Catherine's letters speak of her "torment" and the "particularly hard and painful" experience this first separation from her "intimate friend" occasioned. She asked the Lord, who had "imposed upon me a royal and very poignant trial., to strengthen me in this privation which language is so incapable of expressing.''6 Understandably, news from Raymond alwaysbrought her joy. Later correspondence gives further indications of the quality of their love. Once, when Raymond had turned back from a papal mission to Avignon because of impending ambush, Catherine affectionately reproached him. He misread her intention, and so she wrote: "You have thought that my affection for you had diminished; but you are mistaken . l love you as I love myself; and I have hoped that the goodness of God would also make your affection perfect.-7 In her numerous letters, Catherine customarily addressed Raymond as her ~ See Letter 119 quoted in Johannes Joergensen, Sainte Catherine de Sienne (Paris: Editions Gabriel Beauchesne, 1929), p. 187. 7 Josephine Butler, Catherine of Siena (London: Horace Marshall & Son: 1894), pp. 289-290. 38 / Review for Religious, Volume 40, 1981/1 "beloved Father," or "friend of predilection," or by the pseudonym that so pleased her, il mio Giovanni singolare--presumably in comparison to the Lord's preferential friendship for St. John. During the last months of her life, in extreme weakness and suffering, Catherine wrote a long report of her mystical experience to Raymond,. ad-dressing him lovingly over and over again: "My most sweet Father." In Letter 232 she tells him of a vision wherein she saw .herself entering by love and desire into Christ through the wound in his side, "accompanied by my Father St. Dominic; Giovanni, my friend of predilection; and all my spiritual children." It had been revealed to Catherine that the pope would send Raymond to King Charles of France and that she would die before his return. Raymond relates that she took him into privacy and "talked continuously, her large eyes shining., saying such strong and beautiful words." Often she "grasped his hand and smiled beautifully." Then, accompanying Raymond to the port of Ostia, she "knelt,., and crying, made the sign of the cross.''8 In their few years together, Raymond and Catherine collaborated in many undertakings, helping each other both naturally and supernaturally. Raymond, for example, was cured through Catherine's prayer from the plague which decimated Siena in 1374. He then joined her in relief work among the city's victims. Afterwards they went together in retreat to the tomb of St. Agnes of Montepulciano. Later in Pisa, Raymond was with Catherine in the Church of St. Christina when she received the stigmata. She prayed that the wounds be made invisible, and so it was that Raymond was the only person to bear public witness to the miracle. In 1376, the two met in Avignon in a successful attempt to persuade Pope Gregory XI to return to Rome. They traveled back to the Eternal City together, spending some time there with each other before Raymond's final departure. During their political actiQity, Catherine and Raymond turned to each other for support. She admired his political wisdom, most often following his advice which opened up new dimensions and possibilities to her. Together they promoted the crusades and prayed and worked for the reform of the Church. To counter a fear and reluctance in his character, Catherine would urge Raymond, when events demanded, to act bravely and with courage. In-deed, they cooperated in every way, so much so that one biographer con-cludes: "Catherine and Fra Raimondo were both working for the same ends, and aided each other with a mutual exchange of ideas, energies and counsels.''9 In the realm of grace, Raymond received instruction from Catherine for his spiritual progress. She was ever mindful of him in prayer, and even after See Hyacinth M. Cormier, O.P., Blessed Raymond of Capua (Boston: Marlier, Callahan & Co., 1900), p. 58. Arigo Levasti, My Servant Catherine (London: Blackfriars Publications, 1954), p. 140. Catherine of Siena and Raymond of Capua / 39 her death, Raymond testified that his spiritual stamina came from his con-tinued communications with Catherine in spirit. Before their final parting, Catherine wrote to Raymond: "1 beseech you to collect into your own hands any writings of mine which you may find and the book (the Dialogue); do with all of them whatever you deem is most for God's honor and glory.'''° Even in his overbusy life as Master General, Raymond worked successfully to promote Catherine's canonization, gathered and preserved all her writings, and found time to compose her first biography, a task that took him fifteen years. Dealing principally with her personal rather than public life and bringing to light the most touching incidents and her most characteristic traits, Raymond's is a surprisingly objective account. From it all later biographers have drawn their material. Conclusion Without doubt, in their close knowledge and love of one another and in the cooperative ministry they exercised, Blessed Raymond of Capua and St. Catherine of Siena exemplify the masculine-feminine complementarity of the Dominican Order. Their friendship helped each of them, as well, toward sanctity. We began by saying that Catherine's personal life could be better understood within its Dominican context. It has also become clear that through her own personification of the spirit of St. Dominic and of the charism he gave to the order, the latter itself stands better revealed. Friendship between Dominicans may not be an essential feature of Dominican life, but throughout the last seven hundred and fifty years, few friendships recorded by history surpass those between Dominicans. The order is fertile soil for close ties between persons fired by its goals and fully given to its ways. Could one not even say that the more Dominicans are Dominican, the greater the likelihood, today as in past centuries, of Dominican friend-ships? Letter 102 cited in Cormier, op. cit., p. 134. Service of the Heart: The Quest for Authentic Prayer in Judaism Michael Maher, M.S.C. Father Maher teaches Scripture at the Mater Dei Institute of Religious Education in Dublin. His last article appearin.g in these pages was "Old Testament Poetry and Religious Experience Today" (March, 1979). Father Maher's address is Woodview; Mount Merrion Ave.; Blackrock, Co. Dublin; Ireland. Everyone who has made an effort to develop a meaning,ful prayer-life knows how easy it is to allow regular prayer to become a mechanical ritual rather than a vital and elevating experience. But the danger of allowing prayer and worship to become a perfunctory recitation of hallowed formulae or a conventional performance of traditional rituals is not special to our age. The problem seems to be permanently contemporary, and Jewish religious tradi-tion seems to have been continually on guard against it. Ever since Isaiah sternly chided his co-religionists who honored the Lord with their lips while their hearts were far away (see Is 29:13), the leaders of Israel continued the prophet's task of safeguarding the truly spiritual and per-sonal character of the people's devotional life, and of ensuring that the indi-vidual's prayer should always be animated by a living faith, should always be the expression of sincere love, and should always involve deep feelings and devotion. The rabbis, and their successors right down to our times, used the word kavvanah to express the attitude of interior devotion and personal involvement that should accompany every prayer and every religious observ-ance of the devout Jew. Directing the Mind The word kavvanah which became part and parcel of Jewish devotional 40 Service of Heart / 41 literature is derived from a verb meaning to direct, and implies directing the mind to God, concentrating the attention on the prayers being recited, saying them in a spirit of devotion, and excluding thoughts and feelings that distract one from the experience of encountering God. When one prays with kavvanah one's heart and lips agree, and one's whole person is involved in the awesome act of appearing before one's Creator and Lord. This is what the Talmud' means when it says that "when a man prays he should direct his heart to heaven" (Berakoth 31 a). Another Talmud text declares that if a man does not put his mind to the performance of a religious duty his act is not a religious act at all (Rosh ha-Shanah 28b). These same ideas find another formulation in Pirke Aboth or the Sayings of the Fathers, a compendium of maxims that have been popular among all Jews since the early Christian centuries. Here the sage's warning runs as follows: "When you pray do not make your prayer mere routine, but a plea before God for mercy and grace" (PirkeAboth 2:13). To avoid the routine against which this saying warns the reader, and to minimize the danger of prayer becoming a merely mechanical recitation, the rabbis of the Talmud urged that something new should be introduced into one's prayer every day (Berakoth 29b). These and similar declarations created among the Jews an awareness of the importance of personal involvement in prayer, and by the Middle Ages the statement that prayer without kavannah or concentration is like a body without a soul or a husk without a kernel, had become proverbial. The Shulchan Aruch, a sixteenth-century law book which was regarded by all Jews up to our day as the authoritative guide to religious living, stated that "a little prayer with kavvanah is better than a lot without it." Although this declara-tion did nothing to diminish the prolixity of Jewish prayers or to shorten synagogue services--the Sabbath morning service, for example, lasting more than three hours--the spirit behind it continued to motivate pious Jews in their quest for sincerity and moral earnestness in their prayer. Just as the prophets of old rejected prayer that did not come "from the heart" (Ho 7:14; see Ps 108:1), the.rabbis o f the Talmud regarded prayer and worship as"a ser-vice of the heart" (Taanith 2a; see Sifre on Dt 10:12), and the Jews in general knew that prayer which was not a heartfelt, experience was not prayer at all. ' The word Talmud means "teaching," and is the name given to a body of writings that incor-porates what were at one time the oral traditions of Judaism. The Talmud records the laws that regulated the daily life of the Jews, as well as the general lore, legendary and otherwise, that formed popular Jewish culture. One version of the Talmud developed in Palestine from about the year 200-350 A.D., while another version was formulated in Babylon in the period between 200 and 500 A.D. The'Talmud is a commentary on the Mishnah (see next note), and like the latter is divided into six orders, which in turn are divided into tractates. Both Mishnah and Talmud are quoted according to tractate. Each tractate deals mainly with one special topic. Thus, for exam-ple, the tractate Berakoth--the word means "blessings"--deals largely with prayer matters. 42 / Review for Religious, Volume 40, 1981/1 Calm and Composure However, if the teachers in Israel regarded kavvanah as an indispensable quality of true prayer they realized that it was not something that can be easily acquired or retained. A text which has come down to us from about 200 A.D., and which is recorded in the Mishnah,' declares that "none may stand to say the Tefillah3 save in sober mind" (Mishnah, Berakoth 5:1). The text then goes on to say that "the pious men of old used to wait an hour before they said the Tefillah, that they~might direct their heart to God." The Talmud commen-tators on this passage remarked that one should not say the Tefillah while im-mersed in "idleness or laughter, or chatter, or frivolity or idle talk" since these are obvious impediments to the concentration and composure that should characterize one's communion with the Holy One. So important was this concentration and composure in the eyes of the rabbis that they recom-mended that one should not attempt to pray at all when one is agitated or preoccupied by distracting thoughts. They state, for example, that one should not pray on return from a journey in case one might not be able to give proper attention to prayer (Talmud, Erubin 65b). Another text which dates from the early Christian centuries declares that "One whose dead relative lies unburied before him is exempt from reciting the Shema" and the Tefillah . Because when a man sees his loss before him he is distraught" (Dt Rabbah 9:1). These recommendations convey the idea that one must control one's mind, one's imagination, and one's feelings before engaging in prayer. This teaching of the rabbis was to be expressed by Maimonides (died 1204), the great Jewish philosopher of the Middle Ages, who wrote as follows: Before engaging in pra'yer one must free one's heart from all preoccupation~s, and regard oneself as standing in God's presence. It is therefore proper to sit a while before praying in order to direct the heart and then pray calmly and devoutly. However, the Jewish teachers realized that the proper dispositions for prayer cannot be acquired during a few moments of concentration before ac-tually beginning to pray. The quality of one's prayer is greatly influenced by 2 The Mishnah, literally "repetition," is the name given to a collection of teachings that are attrib-uted to rabbis who lived in the period between 150 B.C. and 250 A.D. These teachings were codified by Judah the Prince in the middle of the third century A.D. However, in the compilation of~his Mishnah, Judah used earlier collections of rabbinic teachings. ~ Tefillah, meaning "prayer," is the name given to the Jewish prayer par-excellence which con-sisted of eighteen benedictions or petitions. The Tefillah was recited three times daily, in the morning, in the afternoon, and in the evening. Those who attefided the synagogue recited it there, while others recited it in private. The petitions of the Tefillah substantially go back to New Testa-ment times. ¯ The word Shema simply means "hear." It is the name given to a prayer traditionally recited in the morning and in the evening by every male Jew. The prayer, or rather confession of faith, begins with the passage, "Hear, O Israel." (Dr 6:4-9)--hence the name--and continues with Dt. 11:13-21 and Nb 15:37-41. Service of Heart / 43 the whole tone of one's daily life. Nahmanides, a thirteenth century Jewish mystic and scholar of Spain, was aware of this when he wrote: When you pray, remove all worldly considerations from your heart. Set your heart right before God, cleanse your inmost thoughts, and meditate before uttering your devotions. Act thus all your days and in all things, and you will not sin. By this course your deeds wil! be upright, and your prayers pure and clean, innocent and devout, and acceptable before God. Know Before Whom You Stand When Amos wished to warn his fellow-Israelites about the punishment that awaited them because of their infidelity he said simply: "Prepare to meet your God!" (Am 4:12). These blunt words were given a broad interpretation and the rabbis applied them to the preparation needed for prayer. Such an interpretation of the text is by no means unreasonable, because prayer is a meeting with God, and as such it cannot be lightly undertaken. Prayer for the rabbis in particular was a matter of what they called chutzpah, that is, an act of, boldness, even of impertinence. For who can have a right to appear before his creator and Lord, to address him, and to expect an answer? Yet the Jewish sages knew that prayer was part and parcel of Israelite life, and that the great heroes of old, like Moses, David, Jeremiah, had all prayed. Therefore, although the rabbis spoke of God as ".the Holy One, blessed be he," and addressed him in prayer as "Lord, King of the Universe," they never hesitated to present their every plea before him. The Talmud teaches explicitly that "'chut:&ah, even against God is of avail," meaning that God cannot resist one who prays, and that the Lord of Glory does not rejec~ his servants who approach him. Yet, lest the chutzpah involved in prayer go beyond boldness and con-fidence, and become insolence and offense, rabbinic tradition was careful to insist on the reverence and respect that should characterize one's attitude in God's. presence. The rabbis recalled tha,t when the Israelites saw the glory of God on Sinai "their souls fled" and the~, trembled in holy fear. If Moses and the generation of the Exodus who had experienced so many manifestations of God's power and goodness were unable to stand with confidence in his presence, how much more should the less privileged generations of the people feel overcome by his might and majesty? Rabbi Eliezer (c. 100 A.D.) gave this advice to his disciples: "When you pray, know before whom you stand, and in this way you will win the future world" (Berakoth 28b). A slightly modified version of this text became known to generation after generation of Jews who read the words "Know before whom you stand" inscribed in many synagogues over the ark which contained the scrolls of the law. Such an inscription reminded the worshippers of the awesome meaning of prayer, and forcefully suggested that all levity and casualness were inappropriate in the praying congregation. Other synagogue inscriptions that conveyed the same message were Jacob's words as recorded 44 / Review for Religious, Volume 40, 1981/1 in Gn 28:17: "How awesome is t his place! This is none ot her than t he house of God, and this is the gate of heaven," or the psalmist's declaration "1 keep the Lord always before me" (Ps 16:8), or the well known verse from Isaiah, "Ho-ly, holy, holy is the Lord God of hosts," which was also to have an important place in Christian churches and in Christian prayers. These, or similar words, were continual reminders of synagogue worshippers that an attitude of flip-pant self-assurance or a casual or indifferent mood are unbecoming in one who genuinely strives to enter into communion with his God. However, lest the dignity of God and the serious nature of prayer frighten off the would-be worshipper, other texts which instill an attitude of trust in God's presence were at the disposal of those who went to the synagogue to pray. The Jerusalem Talmud laid down the general principle that the Jew need never hesitate to approach God in prayer: "When a man is in trouble let him not cry out to the angel Michael or to the angel Gabriel, but to me, and I will answer immediately" (Berakoth 9, 1.13a). The traditional Jewish Prayer Book began with a series of biblical texts which were designed to create an atmosphere of adoration and devotion in the worshipping community. Texts such as "O Lord, I love the habitation of thy house" (Ps 26:8), or "But as for me, my prayer is to thee, O Lord" (Ps 69:13) were calculated to set the scene for serene reflection, and to express an awareness of God's love and goodness without which prayer is impossible. So while the Jew's attitude to God contained an ingredient of reverent fear, and while his approach to his Lord was characterized by a sober recogni-tion of the divine majesty that 'cannot be flouted, his relationship to God was also marked by trust in a personal Being who, far from being an arbitrary despot, is a God in whom power and love are one, and who cares for those who approach him with faith. The Talmud taught that "one cannot deal familiarly with heaven" (Berakoth 33b-34a), but it did not set God outside the reach of the average Jewish believer. Gestures of Reverence In Old Testament times the temple in Jerusalem was for the Israelite "the house of the Lord" (Ps 27:4). The perpetual lamp which burned in the temple (see Lv 24:2f) was for the rabbis of later times a witness to mankind that God dwelt among his people (Talmud, Sabbath 22b), and the religious leaders of Israel strove to instill into the people a deep respect for the place where God had set up his abode. The Mishnah records the following prescription that was framed in order to ensure that the biblical command to "reverence the Sanc-tuary" (Lv 19:30) would be fulfilled: A man should not behave himself unseemly [in the temple area]. He may not enter the Temple Mount with his staff or his sandal or his wallet, or with dust upon his feet, nor may he make it a short by-pass; still less may he spit there (Mishnah, Berakoth, 9:5). Of course the ultimate aim of this prescription Was to honor the God who Service of Heart / 45 was worshipped in the temple~. The rabbis are explicit about this when they state that just as one does not revere the Sabbath but him who commanded the observance of the Sabbath, so one is not to revere the sanctuary but him who gave the commandment concerning the sanctuary (Talmud, Yebamoth 6a-6b). The authors of these rabbinic statements understood the importance of an aura of sacredness that can help to make one conscious of being in the divine presence, and that can help to generate the I~avvanah that makes prayer meaningful. Biblical tradition prescribes no particular postures or movements for prayer. But we do find mention of several physical postures that are meant to give expression to one's spiritual and menta