Review for Religious - Issue 50.3 (May/June 1991)

Issue 50.3 of the Review for Religious, May/June 1991.

Saved in:

Bibliographic Details
Main Author:	Missouri Province of the Society of Jesus
Format:	Online
Language:	eng
Created:	Saint Louis University Libraries Digitization Center 1991
Online Access:	http://cdm17321.contentdm.oclc.org/cdm/ref/collection/rfr/id/314
Tags:	Add Tag No Tags, Be the first to tag this record!

id	sluoai_rfr-314
record_format	ojs
institution	Saint Louis University
collection	OJS
language	eng
format	Online
author	Missouri Province of the Society of Jesus
spellingShingle	Missouri Province of the Society of Jesus Review for Religious - Issue 50.3 (May/June 1991)
author_facet	Missouri Province of the Society of Jesus
author_sort	Missouri Province of the Society of Jesus
title	Review for Religious - Issue 50.3 (May/June 1991)
title_short	Review for Religious - Issue 50.3 (May/June 1991)
title_full	Review for Religious - Issue 50.3 (May/June 1991)
title_fullStr	Review for Religious - Issue 50.3 (May/June 1991)
title_full_unstemmed	Review for Religious - Issue 50.3 (May/June 1991)
title_sort	review for religious - issue 50.3 (may/june 1991)
description	Issue 50.3 of the Review for Religious, May/June 1991.
publisher	Saint Louis University Libraries Digitization Center
publishDate	1991
url	http://cdm17321.contentdm.oclc.org/cdm/ref/collection/rfr/id/314
_version_	1797768382131470336
spelling	sluoai_rfr-314 Review for Religious - Issue 50.3 (May/June 1991) Missouri Province of the Society of Jesus Jesuits -- Periodicals; Monasticism and religious orders -- Periodicals. Arbuckle ; Billy ; Gottemoeller ; Hassel ; Svoboda Issue 50.3 of the Review for Religious, May/June 1991. 1991-05 2012-05 PDF RfR.50.3.1991.pdf rfr-1990 BX2400 .R4 Copyright U.S. Central and Southern Province, Society of Jesus. Permission is hereby granted to copy and distribute individual articles for personal, classroom, or workshop use. Please credit Review for Religious and reference the volume, issue, and page number and cite Saint Louis University Libraries as the host of the digital collection. Saint Louis University Libraries Digitization Center text eng Missouri Province of the Society of Jesus Review for Religious Volume 50 Number 3 May/June 1991 Paradigms for Ministry ,Religious Life and Modernity Mary, Woman for Peacemakers Atheism in Our Prayer ANNIVERSARY VOLUME Rt~vmw vo~ R~.:t,tc~ous (ISSN 0034-639X) is published bi-monthly at St. Louis University by the Missouri Province Educational Institute of the Society of Jesus: Editorial Office: 3601 Lindell Boulevard, Room 428: St. Louis. MO 63108-3393. Telephone: 314-535-3048. Second-class postage paid at St. Louis. MO. POSTMASTER: Send address changes In Rr:v~:w ~’ou R~:~,l~;,ms: P.O. Bnx 6070: Duluth, MN 55806. Subscription rates: Single copy $3.50 plus mailing costs. One-year subscription $15.00 plus mailing costs: two-year subscription $28.00 plus mailing costs. See inside back cover for subscription informa-tion and mailing costs. © 1991 R~:w~:w David L. Fleming, S.J. Philip C. Fischer, S.J. Michael G. Harter, S.J. Elizabeth McDonough, O.P. Jean Read Mary Ann Foppe Editor Associate Editors Canonical Counsel Editor Assistant Editors David J. Hassel, S.J. Iris Ann Ledden, S.S.N.D. Wendy Wright, Ph.D. Advisory Board Mary Margaret Johanning, S.S.N.D. Sean Sammon, F.M.S. Suzanne Zuercher, O.S.B. May/June 1991 Volume 50 Number 3 Manuscripts, books for review, and correspondence with the editor should be sent to R~:vl~:w ~’on R~:Lt{;tot~s; 3601 Lindell Boulevard; St. Louis, MO 63108-3393. Correspondence about the department "Cannnical Counsel" should be addressed to Elizabeth McDonough, O.P.; 5001 Eastern Avenue: P.O. Box 29260; Washingtnn, D.C. 20017. Back issues should be ordered from Rt~vt~:w vo~ RELI(;IOUS; 3601 Lindell Boulevard; St. Louis, MO 63108-3393. "Out of Print" issues are available from University Microfilms International; 300 N. Zeeb Road; Ann Arbor, MI 48106. A major portion of each issue is available on cassette recordings as a service for the visually impaired. Write to: Xavier Society for the Blind; 154 East 23rd Street; New York, NY 10010. PRISMS... Struggle marks these first few months of 1991. The struggle in the Middle East, whatever the good and bad results, has made even more evident in our time the futility of modern warfare as a way of solving human problems. Violent warfare breeds only further injustice in a down-ward spiral for humankind. Pope John Paul II, along with leaders in the other Christian churches, left no doubt that "just" wars (much less "holy" wars) are concepts with no meaning for our technological world. How painful a struggle it is for people of different races or ethnic origins to work together to form a single nation becomes daily more ap-parent in Africa, in India, in the Eastern European countries, and in North, Central, and South America. Poverty and wealth present another face of struggle---evident perhaps as close as our urban neighborhood and writ as large as the consumer societies of the northern hemisphere in relation to the debt-ridden nations of the southern hemisphere. And differences in religious belief and traditions still mix in with other fac-tors to stir up the seemingly endless struggle in situations as far apart as Northern Ireland, Lebanon, and Sri Lanka. In comparison with these world-situated struggles, our local strug-gles in parish life, in our religious communities, in family, and in our various ministry situations pale in significance. But local struggles still cause real pain and leave wounds that cripple our efforts, make us less faith-filled and less human, and ultimately tend to arouse in us the war-monger desires we decry "out there" in the bigger world. In the venerable tradition of the Catholic Church, Mary mother of the Lord, appears to take prominence in our faith lives at times of greater struggle. With reflections particularly appropriate to our present-day con-text, Patricia McCarthy, C.N.D., turns our focus to Mary as a woman for peacemakers. In a similar way, Jeffrey Gros, F.S.C., suggests that Mary may well play an integrating role in ecumenical relations rather than the divisive one that is traditionally projected. Perhaps with our hearts more attuned to the peacemaking role of Mary we can enter more reflectively into the struggle of our Christian and religious community lives and of our various ministries. James J. McEnroe explores new meanings for the images we use in regard to Chris-tian ministry as a way of presenting some reconciling paradigms. "The Ministry of BEing" represents Charleen Hug’s attempt to bring balance to the interior struggle which people face in’the midst of their work. For his part, William Hogan, C.S.C., underscores mission as central to life together as well as to a vocational appeal. Dennis J. Billy, C.SS.R., 321 Review for Religious, May-June 1991 brings together some traditional and modern approaches taken to moral theology and the special symbol role of religious life within this disci-pline. Perhaps he points a way to understanding how religious life and peacemaking are meant necessarily to be congruent. Other writers turn our attention to some alleviating factors in the strug-gle areas of our community lives--whatever form community may take for us. Mary Carboy, S.S.J., stresses hospitality, Donald Macdonald, S.M.M., considers courtesy, and Melannie Svoboda, S.N.D., imagina-tively suggests various lubricants for community living. With a specific focus on the life of women and men religious, Albert Dilanni, S.M., pre-sents some insightful reflections to situate the current struggles about re-ligious- life identity. Gerald Arbuckle, S.M., looks at leadership and its organic role in the struggle of refounding. The area of formation in the light of structural sin and structural conversion is the concern of David Couturier, O.F.M.Cap. Doris Gottemoeller, R.S.M., gives us further food for thought about the confused issue of membership as new ways of associating people into religious organizations and activities are be-ing explored. Our ultimate struggle, of course, is our relationship with God. One very important aspect of that struggle is caught in the paradoxical title of David J. Hassel’s "Atheism in Our Prayer." Just as the biblical ac-count of Jacob’s wrestling with an angel mirrors at times our own strug-gles to respond to the continuing conversion calls from the Lord, so Has-sel tries to shed light into the areas of darkness and apparent absence of God that are often a part of developing faith life. In prayer, in community, and in mission we look to Mary to intro-duce us ever more deeply into the ways of her Son, the Son of peace. Perhaps the Marian mantra for our times is captured in the traditional "Mary, queen of peace, pray for us." David L. Fleming, S.J. Paradigms for Ministry: Old Images, New Meanings James J. McEnroe, Th.D. Father McEnroe, of the St. Louis archdiocese, teaches pastoral theology at Kenrick Seminary and has helped facilitate some programs for the archdiocesan Office of Min-istry. His address is Kenrick Seminary; 5200 Glennon Drive; St. Louis, Missouri 63119. Recently, during a class session in which the topic "Paradigms for Min-istry" was being discussed, a student observed that it is difficult to find meaning in some of the traditional paradigms for ministry, especially those derived from another culture and another time. ~ The paradigms that the student was referring to are some of the more traditional in Christian theology and in the Bible. These paradigms are pilgrim, servant, prophet, and shepherd.2 Each of them, if they are to be meaningful, must be retrieved and reinterpreted in the light of a contemporary understand-ing of ministry, including the skills necessary to live out those paradigms in ministry. In this article each paradigm will be discussed, with special consideration given to its biblical roots, its contemporary meaning, and the skills required to live it out in ministry. Finally, some conclusions will be drawn concerning ministry today, especially the demands placed on persons who are engaged in or preparing for ministry, in the church or in the marketplace. Paradigm (paradeigmatizo) means "to make an example of." Para-digms emerge from an attempt to think about something from within our own experience. Paradigms are by their very nature incomplete; that is, they are helpful constructs with which to speak about a particular reality but which always fall short of that reality. If paradigms are to make sense, therefore, they must resonate with our experience in ministry. 323 324 / Review for Religious, May-June 1991 And, if we are to put those paradigms into practice in ministry, we must gain the skills necessary to do so. Pilgrim The paradigm of pilgrim evokes the image of a journey. The Greek word (anabaino) means "to go up to." In the New Testament the fol-lowers of Christ are called nonresident aliens (para-epi-demos), because they were on a pilgrimage to their true homeland, which is connected in-timately with the reign of God. The first epistle of Peter (1:1) is ad-dressed to "those who live as strangers scattered throughout Pontus, Gala-tia, Cappadocia, Asia, and Bithynia.’ ,3 The image conveyed in the para-digm, at least as it is found in the Christian Bible, is that of persons who know where they are going, but who need to travel through some un-known territory in order to get there. In the Bible these pilgrims are pre-sumed to be traveling on foot, taking one step at a time, and in a rather systematic, that is, orderly, way.4 As with any travelers, pilgrims must possess certain skills, which be-come tools of their trade. Pilgrims are confronted with the need to read road maps, recognize the meaning of signposts, and investigate the proper means of conveyance in order to reach their destination. Those traveling to areas with which they are unfamiliar, for example, soon dis-cover that, unless one of their party possesses a sense of direction and is skilled in the art of map reading, the journey can become inconven-ient, even treacherous. C.S. Lewis, in his Pilgrim’s Regress, says that pilgrims must pos-sess the ability to use certain instrumentation on their journey. One of Lewis’s characters, a young man named John, is being instructed in the ways of the world by his elders. He cannot understand their suggestions, however. The elders are supposed tO be his guides. Yet, as Lewis points out, if John does not learn to navigate on his own he will be forever at the mercy of other would-be guides.5 At one point in the story, a stew-ard slips a card containing some rules into John’s hand, at which point a question is posed. "What use are rules to people who cannot read?’’6 If those engaged in or preparing for ministry cannot use the tools of their trade and do not possess practical knowledge, they will be forever at the mercy of other, perhaps less competent, guides. The skills that are required for putting the paradigm of pilgrim into practice in ministry are called instrumental skills. They are the skills of the mind and of the hands: of cognition, of artisanship, and of one’s min-istry. The origin of instrumental skills relates to the development of tools in the history of the human community, and to the personal dexterity re- Pardigms for Ministry quired to use them.7 It is difficult to imagine someone ministering in today’s Church who is unable to use a computer, which is really an advanced form of the quill or pen. It is equally difficult to imagine someone ministering who is un-able to express himself or herself clearly and effectively, either in pub-lic speaking or in writing. Since ministry today requires both planning and evaluation, it is essential also for those engaged in it to be able to plan programs effectively and to evaluate them when they are completed. There is also a body of practical knowledge, for example, theology, Scrip-ture, and Church history, that is essential for ministry today. It is common to hear persons engaged in ministry complain about be-ing required to attend computer training courses, time-management and stress-management classes, or opportunities for continuing theological education. When asked why they are complaining, persons in ministry may say, "Because I am too busy and tired." Which perhaps demon-strates that time management and stress management are necessary in-strumental skills for today’s ministers. While they may complain, min-isters are doing themselves, as well as those with whom and for whom they work, a great service by acquiring the necessary instrumental skills for their work. If we are going to be pilgrim people, we must possess the skills re-quired to be the best of pilgrims. We must, with God’s help, be able to chart our course and read the signposts and thereby successfully negoti-ate the journey. Servant The second paradigm, that of servant, evokes an image of one who assists others. In the New Testament the word servant (doulos) is actu-ally a title of honor, which was claimed by Paul and by the disciples of Jesus. In the letter to the Romans (1:1), Paul refers to himself as a "ser-vant of Christ Jesus." The servant paradigm, at least among the early Christians, had lost its pejorative meaning. In fact, those who assisted others in the community were called servants (douleo) because that was their ministry.8 In the Church today there are many ministries that are ministries of service: for example, spiritual direction, pastoral counseling, evangeli-zation, and youth ministry. These,’and other ministries of service, re-quire certain skills that allow the ministers to walk with those with whom they minister and to whom they are sent. Karl Rahner, in his Servants of the Lord, says that ministry is by its very nature service, not status. He adds that service must be seen always 326 / Review for Religious, May-June 1991 in reference to the community. Service requires ministers to be with and to walk with others who are on their own journeys in life.9 The skills necessary for serving others are called interpersonal skills. They bring about human cooperation, they enhance human interaction. ~0 In fact, the Church, in its traditional understanding of ministry, equates it with service. Ann Wilson Schaef, in her book The Addictive Organi-zation, points out that we live in a world of codependents, rather than in an interdependent world. Dysfunctions in the family of origin makes it very difficult for an incr.easingly large number of persons to work ef-fectively in cooperative and collaborative settings.t~ Since those preparing for or engaged in ministry are products of their environment, both familial and societal, and since environment deter-mines to a large extent the strengths as well as the weaknesses which per-sons bring to ministry, today’s ministers must work especially hard to develop and maintain their interpersonal skills. In the Church today there is a clear call for collaborative ministry, that is, for teams of women and men working together for the good of the Church. Ironically, for some of the aforementioned reasons, many of those choosing ministry as their vocation would rather work alone. They are not team players, perhaps because they have not learned the skills necessary for cooperation and for successful human interaction. ~2 For a significant number of persons preparing for or engaged in min-istry, there are several interpersonal skills that are difficult to put into practice in their lives and in their ministries. One of those skills is con-frontation. Perhaps the difficulty lies in the assumption that confronta-tion, which requires the honest expression of emotion and assertiveness, is not the Christian thing to do. When those engaged in ministry experi-ence conflicts between themselves and others, they must confront the per-son or persons with whom there is a conflict--which is perhaps the only Christian thing to do. Confrontation is the ability to name and express one’s inner reaction, usu-ally emotional, to an external event, especially but not exclusively when it involves an unpleasant encounter. Confrontation is like holding up a mir-ror so that others can see themselves. Confrontation should be used with honesty and care to address another person’s behavior, when that behav-ior is appropriate and when it is inappropriate. It is essential, both for life and for ministry, to skillfully confront problematic situations so that com-munication and understanding can lead to more successful ministry. Instrumental and interpersonal skills, therefore, are basic skills for anyone engaged in or preparing for ministry. And, more often than not, Paradigms for Ministry / 327 instrumental and interpersonal skills are acquired at the same time. In fact, they are complementary. They enhance the minister’s ability to meet the technical demands of ministry and to communicate more effec-tively with others on a daily basis. Perhaps a concrete example of the interaction and interdependence of instrumental and interpersonal skills will be helpful. The ministry of spiritual direction, which more and more persons are requesting, requires directors to possess certain instrumental skills. Directors must know the techniques of direction and be versed in spiritual theology and sacred Scripture. They must also possess certain interpersonal skills. They must hear accurately the issues presented by directees and reflect back to them what they hear. Instrumental skills, for the most part, must be acquired. Interpersonal skills, on the other hand, can be innate. But more often than not they need to be acquired. Perhaps, at meetings with technically competent per-sons, we have seen the participants "sharing" insights with one another and yet not hearing one another, or at least not reflecting back to the speak-ers what they heard. The purpose of such reflecting back, of course, is to give the speakers a sense of being heard and the listeners a chance to check out what the speakers are saying. Formation programs for minis-try, as well as many professional schools, teach and foster not only the instrumental skills necessary for their professions, but also the interper-sonal skills necessary for cooperation and collaboration. This is both en~ couraging and timely. Persons engaged in or preparing for ministry today face the challenge of acquiring the instrumental and interpersonal skills that are necessary for their vocation. Skilled helpers are not only good pilgrims, but they are also more effective servants, offering companionship, guidance, and support. Prophet The third paradigm is that of prophet, which all too often evokes the image of a wild-eyed eccentric ranting and raving against someone or something. In the Hebrew and Christian Scriptures, the prophets (nevi’ im) are seers, interpreters of God’s activity in the midst of the peo-ple. 13 The prophets see things that others have not seen, cannot see, or refuse to see. Because the prophets are persons of extraordinary faith and commitment to the community, they name the action of God in the midst of the community. In Luke’s gospel (2:36-38), for example, the prophet Anna brings the news of the Messiah to those who wait for his coming. She sees, be- ~121~ / Review for Religious, May-June 1991 cause she is a woman of prayer and self-denial, what others have not seen. Like other prophet.s in the Bible, she possesses extraordinary vi-sion. In the Acts of the Apostles (2:4, 17-18; 19:6) and in the Book of Revelation (10:11 and 18:20), we are reminded that on Pentecost the gift of prophetic imagination was renewed by the Holy Spirit and the gift of prophetic vision was given to the community of faith. The disciples saw and heard. And they announced to others the Good News of salvation. More importantly, they exhorted the community to live in the light of the redemption, and they consoled those who were frightened or weary. Their prophetic vision was .their ministry and their gift to the commu-nity of faith, the Church. 14 Gerald Arbuckle says that the refounding of religious life, and per-haps of the Church itself, will be accomplished by persons who possess a charismatically inspired and well-developed imagination. 15 The proph-ets will be those who seek out new ways of doing things. They will be inspired by a prophetic imagination and by the Spirit of God. 16 They will be both intuitive and imaginative. And, at times, they will be misunder-stood by their contemporaries and even by their colleagues, sometimes simply because they will find it difficult to communicate their insights to others, for whom the insights will seem outrageous and ill-advised. 17 Walter Brueggemann, in his book The Prophetic Imagination, points out that the task of prophetic persons, like that of their forebears whose lives are recounted in the Hebrew and Christian Scriptures, is to nurture and to nourish their communities by evoking a consciousness and a per-ception of reality that is often different from that of the dominant cul-ture. 18 Prophetic persons challenge those within the dominant culture, who are unwilling to go beyond the scope of common sense or the pre-vailing wisdom and who say, "This is the way that we have always done things" or "If it is not broke then do not fix it." The key to cultivating a prophetic vision is to learn and to enhance imaginal skills. Those wanting to develop their imagination must engage in projects and educational experiences that encourage them to search for possibly better ways of doing things than the way they have always been done--even improvements on "common sense." Imaginal skills enable one to generate new ideas and alternative so-lutions. 19 Imaginal skills arise in the interaction between fantasy, emo-tions, and the reflective intellect. These skills allow persons to miniatur-ize, to organize, and to reflect accurately on data gathered from their en-vironment and from the five senses.2° Imaginal skills are acquired some-what differently than instrumental and interpersonal skills. To acquire or Paradigms for Ministry / 329 to develop imaginal skills, women and men must associate and work with other imaginative and creative persons. This, however, requires that cer-tain instrumental and interpersonal skills are firmly in place. Imagina-tion is developed also through attentiveness to, participating in, or ap-preciating the arts. For some, especially for those whose imaginal skills are less well developed, imaginative and creative persons often appear to be flying by the seat of their pants. And in some ways they are. Pro-phetic persons often find little support in their communities because their suggestions seem distant and even frightening to the less imaginative.2~ People commonly criticize persons in their community who are "pains." In reality, those "pains" may be creative and imaginative, but they may lack the necessary skills (instrumental and interpersonal) to communicate with others. Imaginal skills that are necessary for anyone attempting to live out the paradigm of prophet are resourcefulness and experimentation. These skills facilitate progress---even if their attempts sometimes lead to fail-ure. 22 At such times imaginative and creative persons may appear flighty and irresponsible. To prevent avoidable failure, they need to select from the imagined alternatives not only concrete but practical and construc-tive solutions to the problems with which their communities are faced.23 People usually acquire imaginal skills after acquiring instrumental and interpersonal skills because, with instrumental and interpersonal skills, they begin to experience and appreciate their autonomy while still rec-ognizing their connectedness to the community of faith.24 If persons are going to live out the paradigm of prophet, they must possess a prophetic imagination, as well as certain instrumental and in-terpersonal skills. Communities of faith need the gift of prophetic imagi-nation just as much today as at the time of the prophets of old. Shepherd Finally, there is the paradigm of shepherd, which evokes the rustic image of a person with staff in hand leading the sheep down a treacher-ous hillside. The paradigm may seem even more problematic if one re-alizes how dumb sheep really are. Yet in Luke’s gospel it was the shep-herds who were among the first to be informed of the Messiah’s birth (2:8-20). And in the epistle to the Ephesians (4:1 l) the apostles and their successors, who exercised a ministry of leadership in the community of faith, are referred to as shepherd-leaders ~n the Christian commumty. Gerald Arbuckle notes that leaders in religious congregations, and by analogy in the Church itself, are called to be problem solvers. They must be highly rational and organized persons. They must be able to Iogi- 330 / Review for Religious, May-June 1991 cally analyze problems, to take the advice and counsel of others, and to implement the likely solutions.25 Leaders in ministry are called, there-fore, to help create and to share a vision with others, often in consulta-tion and in collaboration with prophetic persons, with servants, and with the great mass of those along their pilgrim way. Leadership in the Church today requires the development of system skills. Leadership requires both an acute sense of the direction in which commu-nities are headed and the ability to help them to get where they should be headed. Yet many persons with these system skills are frustrated. Their psychic and spiritual energies are drained because they face enormous fi-nancial problems and ever increasing personnel issues. Leaders today are expected to keep their communities financially stable and to meet the emo-tional and spiritual needs of the community members. Many leaders spend so much time maintaining the community and its members that they have little time or energy to help create the long-term solutions to the problems. As a friend said recently, "Anyone who yearns for or covets leadership in the Church today deserves to be a leader!" In light of the aforementioned demands, it is reasonable to assume that leaders do not have to be the prophetic or imaginative persons in the community, although a healthy dose of prophetic imagination helps. Lead-ership does require, however, the ability to recognize imaginative and creative solutions to problems and to coordinate the various gifts and skills of the community. System skills require a blend of imagination (imaginal skill), inter-personal sensitivity (interpersonal skill), and instrumental competence (in-strumental skill). System skills enable those who possess them to see how the parts of a community (diocese, religious congregation, parish, or organization) relate to the whole. System skills are not necessarily man-agement skills, although leadership may require a person to be a good manager, to make sound financial decisions (instrumental skill) and to relate well to persons within the system (interpersonal skill). System skills do, however, allow one to plan for change, especially when a change of direction is necessary for the health of the system in question. As Brian Hall says, persons who possess system skills see "the simple unity of it all."26 Shepherd-leaders see the big picture. And they are willing to take the necessary risks that will allow their communities to grow and to pros-per. Shepherd-leaders, because they possess system skills, seldom get trapped by shortsighted and wrongheaded solutions to complex prob-lems. While the solutions they endorse may sound extremely simple, Paradigms for Ministry / 331 even naive, they often embody an inherent wisdom and even God’s will and desire for the community itself. An example of a system skill is system recognition, the ability to read the present and future needs of the community.27 At a deeper level, system recognition allows shepherd-leaders to read the signs of the times as they are significant for the community itself. Of course, the challenge to "read the signs of the times" was enunciated at the Second Vatican Council. Pope John XXIII possessed the skills necessary for his pro-phetic and imaginative shepherd-leadership. There is a picture, actually an icon, of Pope John holding a scroll on which the following verse ap-pears: "We are not on earth to guard a museum, but to cultivate a flour-ishing garden of life." The attitude behind that quotation summarizes the attitude with which shepherd-leaders carry out their task. Of course, shepherd-leaders must be able to distinguish between myth and reality, between a bright idea and a right idea.28 System skills allow those who possess them to discern more easily whether the direc-tion in which the system (diocese, congregation, parish, or organization) is headed is in accord with God’s will and desire. Persons preparing for or engaged in leadership ministry must learn or develop system skills in order to be shepherd-leaders within their com-munities of faith. It has been said that the paradigm of the shepherd is both outdated and irrelevant. Perhaps, as we put the paradigm into a new context, namely into a system perspective, we can appreciate it in a new way by retrieving its original meaning and beauty, even within a largely nonagrarian culture. Through the Bible and through theology, the Church has been blessed with some very rich paradigms for life and for ministry. These paradigms (pilgrim, servant, prophet, and shepherd), if they are to be lived out in ministry, require the development of certain skills. Practical Conclusions There are some practical conclusions that flow from an understand-ing of the paradigms for ministry that were discussed in this article. First, skill development is sequential. Second, effective ministry requires that skills be identified in and shared among the members of a community. Third, as persons reach a certain level of skill development, they are con-fronted with the need to acquire higher levels of skills in the four skill areas (instrumental, interpersonal, imaginal, and system). Finally, life-long learning and continuing education are required for anyone engaged in ministry today. First, skill development is sequential. Instrumental and interpersonal 3~12 / Review for Religious, May-June 1991 skills are developed conjointly. One learns to think and to perform man-ual tasks while learning to relate to other persons in the environment. Dur-ing childhood, for example, we learned to read and write while we learned to relate to others. The process is the same in adulthood, except that the reading, writing, and relating require a higher level of skill de-velopment. Formation programs for ministry in the Church are, hope-fully, teaching those who participate in them theology and the traditions of the Church and of the communities to which they will be sent. They are teaching the participants also to pray. All of these are instrumental skills. Formation programs teach people how to relate to others more ef-fectively and to integrate their lifestyle (married, single, or celibate) into their ministry; these are interpersonal skills. As persons acquire instrumental and interpersonal skills, through for-mal education their energies are directed toward convergent thinking, that is, toward remembering and reproducing what is already known. It is necessary, therefore, to develop within those preparing for ministry the capacity for divergent thinking, which is a requirement for prophetic ministry. 29 Divergent thinking leads to new ideas and new ways of doing things. Gerald Arbuckle describes divergent thinkers as "intrapreneurs," whose task is to revitalize existing corporate cultures (dioceses, congregations, parishes, or religious communities). He describes entrepreneurs as those whose task is to establish new ventures outside the existing corporate struc-ture, yet who have close ties to that structure.3° Intrapreneurs must pos-sess high levels of system skills, and entrepreneurs must possess high lev-els of imaginal skills. In order to be effective, ministers must continue to develop skills in the areas that are appropriate for the ministries in which they are engaged. Second, skills for ministry are most effective when they are shared among a group of persons working cooperatively and collaboratively. As St. Paul said in l Corinthians 12:4-7, "There are different gifts but the same Spirit; there are different ministries but the same Lord." While very few individuals possess notable skill in all of the skill areas, a team of persons may possess all those skills to a notable degree. The more gifted and skilled the collaborators, the more effective their ministry will be. One person, within a group of persons working together, may pos-sess the ability to commit the group’s wisdom to paper or even to do some-thing as practical as writing a proposal or a request for a grant. Another person may possess the ability to relate to others in the group and in so Paradigms for Ministry ! 333 doing make the entire team more efficient and effective. Another team member may be imaginative, dreaming up solutions to problems facing the group. Another member may be able to see how the group’s activi-ties fit into the overall scheme of the larger community’s (diocese, par-ish, or religious congregation) life and mission. The more diverse the skills of the collaborators or coministers, the more efficient and effec-tive their ministry will be. Third, as ministers reach a certain level of skill development, they discover a need to acquire skills at higher levels in order to meet the in-creased demands of their life and ministry. Perhaps some examples will be helpful. Many persons in ministry today find themselves spending time and energy writing talks and proposals. They are learning, there-fore, to use computers and other high-tech communication equipment-- which, of course, requires them to develop more sophisticated instrumen-tal skills. It is also necessary today, especially for those engaged in ministry or in religious life, to become more skilled participants in meetings and in other group endeavors. This requires the development of better inter-personal skills. As ministers plan for their own corporate ministry and for ministering within their communities, there is an increasing need for persons with imaginal and system skills to be working with their col-leagues in ministry. Persons in ministry today must, then, bring to their cooperative en-deavors their own skills and talents. With those skills and talents, the ef-forts of the ministering community will be successful; without them those efforts may be in vain. Finally, if the skills needed to meet the inc.reasing demands of min-istry are to be developed, persons engaged in or preparing for ministry must make a commitment to lifelong learning. Perhaps congregations of men and women religious were the first to recognize this fact and to de-velop continuing-education programs for their members. Today dioceses are developing programs for the continuing education of priests and dea-cons, as well as formation programs and continuing-education programs for nonordained persons in ministry. Persons in ministry do value and use the continuing-education and formation programs at their disposal in order to meet the demands made upon them in the Church in particular and in society at large. Our theological and biblical heritage contains a wealth of paradigms for life and for ministry. We are pilgrims on a journey of faith. We are called to care for one another along that journey. We are invited to dis- 334/Review for Religious, May-June 1991 cern the movement of God’s Spirit in our midst as we journey. Finally, we are commissioned to be shepherd-leaders. May our communities of faith be blessed with pilgrims, servants, prophets, and shepherd-leaders skilled enough to build up the body, the Church, and to usher in the reign of God. NOTES I Michael T. Winstanley’s article "The Shepherd Image in the Scriptures: A Para-digm for Ministry" (Clergy Review 71 [June 1986]: 197-206), which focuses on the paradigm of shepherd from a biblical perspective, was an inspiration for the class presentation that elicited the student’s observation. Winstanley’s presentation of the shepherding image invited reflection on the skills that are necessary in order to put that image into practice. That reflection raised the issue of the need to put other equally helpful paradigms into a contemporary context. 2 I am using both prophet and shepherd as gender-inclusive words. 3 The biblical quotations in this article are from the New American Bible. 4 Xavier L6on-Dufour, Dictionary of the New Testament, trans. Terrence Prender-gast (San Francisco: Harper and Row, 1980), p. 324. 5 C.S. Lewis, The Pilgrim’s Regress (New York: Sheed and Ward, 1944), pp. 15f. 6 lbid, p. 193. 7 Brian P. Hall, The Genesis Effect (New York: Paulist Press, 1986), pp. 99f. 8 L6on-Dufour, p. 368. 9 Karl Rahner, Servants of the Lord (Montreal: Palm Publishers, 1968), p. 6. 10 Hall, p. 100. 11 Anne Wilson Schaef, The Addictive Organization (San Francisco: Harper and Row, 1988), p. 96. 12 lbid, p. 100. 13 John E. Steinmueller and Kathryn Sullivan, R.S.C.J., Catholic Biblical Encyclo-pedia (New York: Joseph F. Wagner, 1950), p. 527. i,~ L~on-Dufour, p. 338. 15 Gerald A. Arbuckle, S.M. Out of Chaos: Refounding Religious Congregations (New York: Paulist Press, 1988), p: 1. 16 lbid, p. 14. 17 Ibid, pp. 30f. 18 Walter Brueggemann, The Prophetic Imagination (Philadelphia: Fortress Press, 1978), p. 13. 19 Hall, p. 100. 20 Janet Kalven, Larry Rosen, and Bruce Taylor, Value Development: A Practical Guide (New York: Paulist Press, 1982), p. 23. 2~ Arbuckle, pp. 30f. 26 Hall, p. 147. 22 Kalven et al., p. 26. 27 Kalven et al., p. 31. 23 Ibid. 28 Ibid. 24 Hall, p. 143. 29 Kalven et al., p. 125. 25 Arbuckle, p. 31. 30 Arbuckle, p. 33. The Ministry of BEing M. Charleen Hug, S.N.D. Sister Mary Charleen Hug, S.N.D., wrote "Celibacy: Gift of a Woman’s Love" for our issue of September/October 1988. Her address is 3837 Secor Road; Toledo, Ohio 43623. What an exciting age for apostolic women religious! Never before in the history of the Church have there been so many diverse ministries open to them. My people are homeless, shelter them. My people are starving, feed them. My people are oppressed, unshackle them. My people are ignorant, teach them. The lure is there. The challenge is there. The need is there. Called and sent, committed and dedicated to the cause for peace and justice, women religious now head health clinics, retreat centers. They serve in parish ministry, as pastoral associates. They are found in class-rooms, in the mission fields, in hospices for the terminally ill. They are chairpersons on national committees and help staff diocesan offices. They are participants in marches for the plight of the homeless and in protest against nuclear buildup. They take their stand against abortion, racism, and the arms race. They are engaged in all of these ministries and more. More, because there will always be the more. With the two talents I give you, says Jesus in a parable, go and make two more; with five barley loaves and two fish, feed the five thousand; all that I have done, so will you do---all this and even more! In return for the more I will reward even a cup of cold water given in my name, says Jesus. Our present age takes this more seriously, for it is the age of minis- 335 336 / Review for Religious, May-June 1991 try. One more act of service to perform, one more cause to support, one more lesson to prepare, one more meeting to attend. The global village is shrinking. Impersonal people "out there" have become our brothers and sisters with very real needs that we can no longer ignore. Address-ing these needs in Jesus’ name in view of the gifts and abilities with which we have been blessed is what Christian ministry is all about. For the deeply committed religious it would seem at times that this very min-istry sustains, as though that were part of the hundredfold promised. This is indeed a very blessing because experience soon proves that no matter how many ministries we take on, no matter how effectively and effi-ciently we labor, there will always be the more that is needed--more that cries out to us for fulfillment. Without great vigilance on our part we can all too readily fall into the do-list trap of evaluating the seeming "suc-cess" and "failure" of any given day by the number of items we have managed to cross off our daily list come nightfall. Because continuous do-ing drains, our present age calls apostolic women religious just as loudly to the ministry basic to all ministries, the ministry without which all do-ing becomes meaningless, empty, namely the ministry of be-ing. This ministry will be neither underwritten nor ig-nored without serious consequences not only to do-ing, but also to all that we are. Is it because the ministry of be-ing is so basic to who we are in essence that we rarely take heed of it? Do we take it so for granted that we fail to provide the time and solitude necessary to cultivate, nour-ish, and cherish it? How often, amidst all of our do-ing, do we set aside time to praise and thank God for this ministry for which each person quali-fies, in which each person can excel? In solitude the truth of "what you do flows from who you are" takes in-depth meaning. In solitude we look to Jesus, for whom, to whom, through whom we minister. In the beginning was the Word: the Word was with God and the Word was God .... Through him all things came to be, not one thing had its be-ing but through him ....The Word was made flesh and lived among us. (John 1:1, 14). The Word had so brief a time in which to perform the greatest min-istry this world would ever know. In the span of just thirty-three years Jesus had to be the fulfillment of the entire Old Testament, make his Fa-ther known and loved, and secure the redemption of every soul his Fa-ther would love into life. Given this ministry Jesus chose to devote the first thirty of these years to the ministry of be-ing God-made-man. When his active apostolic ministry did commence, "I AM!" identified who he was and why he "dwelt among us." He showed himself to be bread for The Ministry of BEing the hungry, drink for the thirsty, comfort for the sorrowing, compassion for the sinner, friend of simple souls, rest for the weary, light in the dark-ness, perfect image of the Father, I AM the way, the truth, the life. That Jesus’ mission of be-ing was misunderstood by those to whom he minis-tered is evidenced by those who jeered. What good are you doing hanging there! Come down from the cross and do! There are still illnesses that need to be healed, sins that need to be forgiven, lessons that need to be taught, so much that we still do not un-derstand. Come down from the cross and do! By remaining on the cross Jesus became the supreme example of the relationship between be-ing and do-ing. It was in be-ing the sacrifical Lamb of God that all do-ing for all time would take on eternal value. By be-ing Resurrection and the Life he gave to each person (as inheritance!) eternal be-ing with the Father! Each of us is a be-ing created in the im-age of the Father! To remain true to this essence it is paramount that, in the midst of and because of all the ministries that demand our do-ing, we spend ample time daily in solitude. Then, while "surrounded on all sides by the crowds," as ’Jesus was, we, too, will know when someone has "touched us." We, too, will experience that "something has gone forth from [us]." Someone has called forth from "who we are" the very reason "that we are." We will discover why we are there: why we are there; why we are there amidst that particular crowd of people. In soli-tude we come to see that it is not sufficient that we praise God through our ministry; we long to be his praise. It is not sufficient that we thank God; we long to be his thanksgiving. We are not content to spread his goodness; we desire to be his goodness. It is not enough that we speak to others of his beauty; we long to be a tiny part of that beauty--and of that peace, that joy, that love! Such subtleties are not gleaned in the mar-ketplace. When it comes time for the belt that Jesus said would be tied around our waist leading us to where we would rather not go (see Jn 21 : 18), thus perhaps ending our ministry of do-ing, even if temporarily, we will em-brace that "belt." In the midst of our do-ing we will have sensitized our-selves to hear a Voice beckoning us: Be daughter of the Father, special possession of the Son, bride of the Spirit. Be she in whom the Father delights, she for whom the heavens were made. Be home of the Trinity, safekeeping for the kept secrets of the King. Be she whom the Father surrounds with his presence, enfolds with his tender love. Be faithful daughter of holy Mother the Church. Be an altar for the offering of a sacrifice of pure love, praise, and Review for Religious, May-June 1991 reverence to God. Be the dove sheltered in the clefts of the rocks, long-ing to see the face of God. Be garden enclosed, the fountain sealed. Be the fire set ablaze that Christ came to cast upon the earth. The Voice beckons further extending our parameters: My people are victims of injustice, be their righteousness. My people are suffering from painful diseases, be their relief. My people are lonely and without a shepherd, be their friend. My people are killing each other, be the peace between them. Be the missionary you always longed to be, spreading the joyful mes-sage that the kingdom of God is here, now. Be witness of the fidelity of a merciful God who loves jealously, passionately, infinitely. Be a bea-con of hope to those whose light has grown dim. Be a wounded healer by gathering up the pain of the world and offering it to the Father. Be a caring, compassionate, companion on the journey. Be for those en-trusted to you, those who depend on your be-ing. Be all things to all peo-ple. As in the case of the ministry of do-ing the ministry of be-ing like-wise demands the more, the infinitely more. More joy, more love, more peace, more patience .... The more we embrace this ministry, the more it will embrace us. The more perceptive we become to living this minis-try, the more fully alive we become. The more we treasure this minis-try, the more it becomes our priceless treasure. It is an inexhaustible min-istry with inexhaustible fringe benefits just waiting to be claimed. The ministry of be-ing can be the pledge, the promise, and the prized pos-session of every apostolic woman religious. It is this reality that makes the present age an exciting one indeed in which to minister! Religious Life and Modernity Albert Dilanni, S.M. Father Dilanni taught philosophy for thirteen years, served as provincial of the North-east Province (U.S.A.) for six years, and has been vicar general of the Marist Fa-thers since 1985. His address is: Padri Maristi; Via Alessandro Poerio, 63; 00152 Roma, Italy. There are many ways of describing what has happened in the last twenty-five years since Vatican II. Historians say that there has been a shakeout after each ecumenical council and that approximately twenty-five years are required for the spirit of a council to take root and bear its best fruit. Commentators on the development of religious life since Vatican II seem to concur in this. They now present this development in three stages: (1) the rigidity prior to Vatican II, (2) the immediate chaos after Vatican II, and (3) the current period of sober reassessment with its talk of refoun-dation. Some CARA consultants name these stages Paradigms I, II, and III. Vatican II was an effort in openness and aggiornamento. Its changes were radical. The council recognized the ecclesial reality of other Chris-tian religions, opened the way to dialogue with non-Christian religions, took a radically new position on religious freedom, realized the independ-ent goodness of the secular world, called for a renewal of the liturgy and of religious life, recognizing that through baptism the laity are called to the same degree of holiness as priests and religious. All very heady at the time, exhilarating and in many ways very posi-tive and productive. Vatican II brought the Church face-to-face with the world and urged it to view it in its glory as well as its weakness. I do not think anyone really wants to go back. But even Vatican II had its shadow side. One of its results was that Catholicism in general and re-ligious life in particular seemed less important. When personal con- 339 ~141~ / Review for Religious, May-June 1991 science was exalted, when sin and hell were deemphasized in favor of love and heaven, when the great enemies of Protestant theology were quoted side by side with Rahner and Lonergan, when many distinctions were blurred and the Catholic ghetto vanished--there was no longer a dragon to kill. Now, while enemies, distinctions, ghettos, and dragons are not always eminently desirable, they did provide one thing: identity. Their removal was a major r.ea.son why the principal question exercising the Church and religious congregations since Vatican II has been ad nau-seam the question of identity. What does it mean to be a Catholic, a re-ligious, a Jesuit, a Carmelite, a Marist? But the identity question had other nonecclesiastical sources. The post-Vatican II world found itself engulfed in a cultural upheaval which it did not cause. Religious congregations were not simply surrounded by a materialistic and skeptical culture, they were immersed in it. It had in-filtrated the convent walls. Tillard says that the failure of enthusiasm, passion, and wholeheartedness apparent in religious is rooted in a shift in belief, a hesitancy of faith. Walter Kasper has remarked that what we combat today is not only an external atheism, but an atheism within our own hearts. Cultural modernity has been analyzed and reanalyzed as the on-slaught of secularization. ~ It was as if in the second half of our century the Enlightenment had reached the masses. What up to the present were ideas of intellectuals, philosophers, and cranky atheists, now, due to bet-ter communication and general education, became the fabric of culture at large. The well-documentated cultural revolution which has been play-ing itself out since the 1960s seemed to be a quantitative expansion of ideas which had been around since the eighteenth century. But Paul Ricoeur underlines that the Enlightenment has passed through two distinct stages. We might even speak of a first and second Enlightenment, that of the seventeenth and eighteenth centuries and the different one which began in the nineteenth and flowered in the twenti-eth century. Both began with doubt, methodic doubt, but the first went back to consciousness and found certitude, while the second in returning to con-sciousness found only suspicion. Descartes began by doubting everything methodically, but banished doubt because he believed we could find a place of certitude in consciousness. Even doubting was a form of think-ing, and the one thing I could .not doubt was that "I think." Cogito, ergo sum. At the center of consciousness was a source of clarity and dis-tinctness (les idles claires et distinctes), a way of banishing skepticism Religious Life and Modernity about the existence of the world or the truth of morality. Thus the first Enlightenment was characterized by an exaltation of the human subject and an overconfidence in a certain type of reason. Its champion was Kant, for whom the subject in the act of knowing became a partial crea-tor of the object known. But the second Enlightenment, grounded in Marx, Freud, and Nietzsche, was quite different. Commencing similarly with scientific me-thodical doubt, these thinkers also turned to the conscious and thinking subject but found there not a place of certitude but another ground for suspicion. For them human consciousness turned out to be a creator of illusions, the fabricator of masks, the great pretender. Consciousness it-self was in need of unmasking. This is the case especially when it con-cocts religions. Religion was the deception par excellence. It was an opium creating lassitude among oppressed peoples (Marx), it was a col-lective obsessive neurosis (Freud), it was a cover for a will to power pres-ent in the hearts of the weak and envious (Nietzsche). Leaving aside the fine nuance present in their systems, we can say that for these thinkers consciousness spins illusory language about God to hide what men and women really desire: sexual gratification, wealth, and power. This modern atheism, the atheism of consciousness as pretender, has with legitimacy been called a "beautiful" atheism. It has an ethical side and bears a moral, attraction. It is born of the desire to avoid masks and pretensions. The modem atheist is an atheist because he does not want to remain in a false consciousness. He wants to be honest; he does not want to tell a lie. The great modern drive, the drive of the second En-lightenment is to be authentic, not to worship an idol. For this reason, too, its geniuses Freud, Marx, and Nietzsche can present themselves as moralists. This is why Sartre can present belief in God as bad faith. Con-sciousness, in the second Enlightenment, is the escape artist, the artful dodger. Consciousness reaches salvation when it strives to catch itself at its own artifices. In light of this we can explain two moral phenomena which have oc-curred in our lifetime. First, the fact that, for many people of the twen-tieth century, hypocrisy became the great sin and sincerity the great vir-tue. (This has been documented by Lionel Trilling.) It was hypocrisy not to admit who and what you were. If you were gay, you must say it. If you were committing adultery, you must admit it. Being moral meant coming out of various closets. But unfortunately many people failed to ask the question whether acting out according to the instincts of these closets was good or bad. Some decided that anything was allowed as :342 / Review for Religious, May-June 1991 long as you owned up to it. Others, plagued by a secret guilt, tried to have everyone approve whht they were doing privately; they wanted their private morality publicly sanctioned. The other phenomenon characteristic of the second Enlightenment was that contemporary thinkers were more interested in meaning than in truth. This explains the death of apologetics in the last twenty-five years. Hugo Meynell bemoans the fact that the last real apologist was C.S. Le-wis. Today, he complains, theologians are more concerned to show that Christianity is relevant. What floods the market is writing on the social and political implications of Christianity, or on its power to lead us to a fuller and more authentic personal life. Admitting the importance of such writing, he believes, nevertheless, that a serious apologetic which looks beyond meaning to truth is absolutely indispensable for the Church and that many of its present ills are due to a neglect of it. Without a proper apologetics, says Meynell, "the unbeliever is apt to infer that edu-cated Christians have really grasped the fact that social reform, political action, and psychic hygiene are that to which religious aspiration ought to be directed."2 Related to this move from truth to meaning is the fact that for the last twenty years seminarians, both religious and diocesan, have unchar-acteristically manifested a distaste for intellectual argument. Even some of the most intelligent tended to shun involvement in debates about the truth and falsity of moral positions or thorny dogmatic issues like the in-terpretation of the Resurrection, and were satisfied if they were con-vinced that a particular doctrine of the Church held some meaning for people. More and more religious showed up on the Myers-Briggs test as feelers and not thinkers. Brought up in an Enlightenment of suspicion, they suspected intestinally that the search for truth is impossible and that the different philosophies are simply a parade of ideologies with no cri-terion for discerning which is right and which is wrong. This is prob-ably the deep side of the vocation crisis among the youth of the second Enlightenment. If consciousness suspects its very self and its powers, how can it commit itself to anything for a long-term future? Ricoeur believes that we must face head-on what he calls the "her-meneutics of suspicion." We must take seriously its originators and think-ers and recognize their contribution. We cannot return to a primitive naivet6. But he also insists that we cannot remain in a state of denial, in a vacuum of truth, in mere negation; we must move to a second naivet6, we must move to a new place of affirmation. In order to do this we must not only respect the creators of suspicion but also question Religious Life and Modernity them. We must suspect the suspicioners and put them to the test. We must transcend the Enlightenment in both its phases. We will not achieve this by attempting to return to a consciousness conceived of as pure thought, to a thinking self which is sufficient unto itself apart from the world. For contemporary philosophy such a move is impossible. Consciousness can only be encountered as already in and of the world. The only way to discover what the human mind or human consciousness is like is through an examination of the works it has strewn in the world down the centuries, that is, through an examination of the institutions and documents of culture. Ricoeur bets that after such a re-flection the scandal of the cross will remain as much a scandal for mod-ern consciousness as it was for an earlier consciousness. He bets that the scandal of the cross will be discovered to be transcultural, a scandal not merely for humans in one stage of history, but for the human condition as such. For the modern age, theology’s method has itself changed. We do not go immediately to the transcendent, to God, to the sacred and then try to relate God to the world. We find God through the world; we dis-cover the transcendent as the depth of the world. We seek an incarna-tional approach to eschatology and transcendence. We try to find God within the world as the Creative Moment therein, as the source without which justice and equality, as absolute moral imperatives, lack motiva-tion and a rational ground. The Enlightenment andthe Redefinition of Religious Life Whether we consider it in its first or second phase, the Enlighten-ment is marked by the same ideals, the dethroning of authority and tra-dition in favor of reason, free thought, and humanistic brotherhood. The ideals of both Enlightenments can be summarized most easily in the slo-gan of the French Revolution whose 200th anniversary we celebrated in 1989: liberty, fraternity, and equality. It was onto these very three ideals that religious life fastened almost in sequence after Vatican II in an effort to redefine itself, to forge a new identity. It had to deal with them as reinforced by the genius of Nietzsche, Freud, and Marx. Note that these ideals are mirror-imaged in the three vows and are in a sense the concern of the vows: (liberty) obe-dience, (fraternity) chastity, and (equality) poverty. The first of the Enlightenment ideals to make dramatic entrance into our culture and religious life was the ideal of personal or individual free-dom (its hero, Nietzsche). Never in a general culture had the notion "I want x" enjoyed such power as a reason for morally justifying an ac- ~144 / Review for Religious, May-June 1991 tion. In an earlier climate of opinion, the fact that someone strongly de-sired something rendered suspect his or her opinion about it. In this ear-lier climate it was because an issue like abortion was so important that it could not be decided principally by the person who was subjectively involved. She could hardly have an objective viewpoint. But now it was precisely because an issue was so important that it must be left up to in-dividual choice. Major books have been written documenting and decry-ing this shift to individualistic freedom: Mclntyre’s After Virtue, Allan Bloom’s The Closing of the American Mind, and Robert Bellah’s Habits of the Heart. Some of its critics distinguish between a liberal spirit which is admirable in its pursuit of discussion and exchange of ideas, and a lib-eral dogma which in its exaggerations is pernicious because it has not allowed us to build a community upon agreed societal values. Enlightenment freedom and its individualism invaded religious life in the 60s and early 70s. The major concern of seminarians and religious of that era was self-fulfillment and the idea that they could not be ful-filled unless they made their own choices about lifestyle and ministry. This was also the age when many seminarians refused to kneel down in chapel and to acknowledge any difference between themselves and their professors. Their slogan was that of the youth culture of the sixties: "Don’t trust anyone over thirty!" Articles on religious obedience ap-pearing in REVIEW FOR RELIGIOUS at the time had less to do with the su-perior’s authority as representing God or as the leader of a group engaged in a religious cause, than with how he or she should be a caring person or a listener attentive to the needs of community members. The second Enlightenment ideal used in the attempted redefinition of religious life was the ideal of fraternity interpreted as intimacy (its hero, Freud; its favorite book, Fromm’s The Art of Loving). In the 70s fraternity came to the fore in the form of the need for intimacy and com-munity. Some felt that religion itself was a projection of affective needs. Everyone seemed sure that, without at least psychological sexual rela-tions, you could not really develop as a person. A good number left re-ligious life while they were still nubile in the conviction that the Church would soon wake up and change the rules. Others adopted what for a brief time was called the "third way," that is, remaining somewhat celi-bate while dating. All of this was later exacerbated by the gay movement and the inability of some to realize that, whatever one might think of ho-moerotic relations in general, all religious, whether homosexually or heterosexually oriented, had taken the same vow. Those who chose to remain and to keep the vows fought for a more Religious Life and Modernity / 345 fraternal and intimate form of community life and began using the word "sharing" as an intransitive verb. "Sharing" went on till the wee hours of the morning. "Thanks for sharing" and a big hug seemed to end every conversation, even a conversation in which a provincial had in no uncertain terms said, "No.t’’ For all its positive aspects, this age of individualistic freedom and of fraternity/intimacy/community was "the era of the divided heart." It was a time, not entirely past, in which many of us, ~11 of us to some degree, were sidetracked, distracted, not completely present to the task, unhappy. For many religious, life became not so much a vocation as an avocation. They did good work and were not completely disinterested in the religious community, but their treasure, their compelling interest seemed to be elsewhere. They did not realize it at the time and cannot be blamed, but absorbed in themselves, jettisoning traditional practices without replacing them with new communal structures, they were sap-ping the energy of the group. It was in subconscious reaction to this drift that there appeared in re-ligious- life circles the talk about the need for a shared vision or a com-mon sense of mission. Much effort went into writing mission statements which everyone signed and accepted mutteringly in paraliturgical cere-monies. But there was an unexamined assumption in writing such mis-sion declarations, the assumption that everyone wanted a common vi-sion. Though there has always been a degree of pluralism and confusion in the Church, what seemed different now was that some religious seemed almost to welcome the confusion. They gave up the search for a shared vision not simply because it is hard to attain, but because in a deep sense they did not want one. It may be a hard saying, but I believe it is true that many of us, all of us to some degree, did not desire a true unity of mind and vision, at least not one which was set down in great detail, one which invaded and interfered with our life. The third ideal of the French Revolution and Enlightenment to enter religious life in the time of attempted redefinition was that of equality (its hero, Marx). It was the same ideal which gave rise to liberation the-ology and to the preferential option for the poor. It came strongly to the fore in the 80s. Beginning with the 33rd General Congregation of Jesu-its it thundered into religious life under the title of faith and justice. So-cial analysis and peace-and-justice committees soon became the vogue. Religious, male and female, left long-standing apostolates in education and hospitals and went to work among the poor and oppressed of both the third and first worlds. Soon the movement became involved with jus- 346 / Review for Religious, May-June 1991 tice questions within the Church as well as the world, in the first as well as the third world. Now suddenly every question was interpreted princi-pally in terms of the power-equality schema. Everywhere there was talk of the need for assertiveness, the tactics of confrontation, the evil of pa-triarchy, the lucha de clases. Not just politics but a liberal politics was brought to the center of religion and religious life. At Boston College in 1984 the Jesuit historian John Padberg said, "It must be admitted that from a historical point of view many of the changes which have taken place in feminine religious communities do not derive from Vatican II, but from the secular feminist movement." I believe that these attempted redefinitions of religious life have all failed because religious have remained at a superficial level in thinking about freedom, fraternity, and equality. In their general thrust these new values are wonderful and exhilarating and are here to stay. But they must be retrieved in their Christian depth and meaning. Secularization and the Return of Religion We are in a polarization situation in the Church today, liberals against conservatives. This can be documented by reading any theologi-cal review or religious newspaper. Avery Dulles, in fact, discerns four quasi-ideologies in the Church, liberal, traditionalist, neoconservative, and radical.3 Signs of the resistance appear not only in a growing funda-mentalism in Church practice, but in the "postliberal" or "postmod-ern" stances in academic theology championed by men like Lindbeck, Huston Smith, and Stanley Hauerwas. The resistance is also apparent in the area of religious and priestly vocations. In the entire industrialized world it is the progressive orders which continue to experience a decline, while conservative congregations enjoy substantial increases. But what is not understood is that the very fact of the polarization has a religious meaning. It means that modernity cannot be understood as a single phenomenon of ongoing secularization. There is something else occurring. The evident resistance to a liberal secularism hints at the possibility of a great reversal, a move to a higher synthesis. Many have been willing to see a religious significance in seculariza-tion. They interpret it as the desire to be authentic, to be rid of idols, to avoid at all costs the telling of a lie. But is there not also a deep mean-ing to the liberal/conservative split and the rise of fundamentalism and neoconservatism? Is this not also a sign of the times? It seems simplistic to view the resistance to tendencies which have been the vogue since Vati-can II as a mere knee-jerk reaction, a neurotic flight to security in the face of a secularized world. The very fact of these countermovements Religious Life and Modernity / 347 has a religious sense. It reveals, among other things, that modern men and women still recognize the presence of mystery and transcendence and feel that without it liberty, fraternity, and equality remain superfi-cial and, in the end, stifling. In an article entitled "Can the West be Converted?" Leslie Newbigin, the famous Anglican missionary to India, asks: Can there be an effective missionary encounter with this culture--this so powerful, per-suasive, and confident culture which (at least until very recently) simply regarded itself as "the coming world civilization"? He bemoans as excessive the criticism of the nineteenth-century mis-sionary on the part of socially-minded Christians, and disagrees with drop-ping the term "foreign missions" in favor of "overseas ministries" or "cross-cultural ministry." Says Newbigin: "The contemporary embar~ rassment about the missionary movement of the previous century is not, as we like to think, evidence that we have become more humble. It is, I fear, much more clearly evidence of shift in belief. It is evidence that we are less ready to affirm the uniqueness, the centrality, the decisive-ness of Jesus Christ as universal Lord and Savior, the Way by following whom the world is to find its true goal, the Truth by which every other claim to truth is to be tested, the Life in whom alone life in its fullness is to be found."4 Instead of weighing the Christian religious experience in the scale of reason as our culture understands reason, let us suppose, says Newbigin, that the Gospel is true; that, in the story of the Bible and in the life and death and resurrection of Jesus, the Creator and Lord of the universe has actually manifested himself to declare and effect his pur-pose; and that, therefore, everything else, including all the actions and assumptions of our culture, has to be assessed and can only be validly assessed in the scales which this revelation provides. What would it mean if, instead of trying to understand the gospel from the point of view of our culture, we tried to understand our culture from the point of view of the gospel? Rabbi Abraham Heschel said something similar when addressing theo-logians at a conference on the future of theology: "It has always seemed puzzling to me how greatly attached to the Bible you seem to be and yet how much like pagans you handle it. The great challenge to those of us who wish to take the Bible seriously is to let it teach us its own essential categories; and then for us to think with them, instead of just about them."5 Something new is stirring, something new striving to be born. A sig- 3411 / Review for Religious, May-June 1991 nificant group of theologia.ns is reaching for a postliberal stance which might feed the hunger for truth and a deeper meaning which exists in America. Professor Huston Smith puts it as follows: "While the West’s ’brain,’ which for present purposes we can equate with the modern uni-versity, rolls ever further down the reductionistic path, other centers of society--our emotions, for example, as they find expression through our artists and our wills... --protest. These other centers of ourselves feel they are being dragged, kicking and screaming, down an ever-darken-ing tunnel."6 The first world turns to suicide, drugs, and hooliganism because of a lack of meaning in the lives of its members. Culture is the meaning system of society. According to some sociologists, religion is the deep-est aspect of that meaning system. But the religion which remains in West-ern society is impoverished. The religion of our secularized cultures is highly intellectualized, pared down, devoid of mystery and passion. Mys-teries are embarrassments and explained away reductively. Modern churches look like banks. In many Catholic churches statues of saints are either banished or shrunken to stand sheepishly in shadowy corners. Lit-tle remains of the sense of an invisible reality beyond the material one, of a grand communion of saints, of Blake’s "infinity in a grain of sand" and "eternity in an hour." And what has sprung up in the desert of modernity? The so-called "pipeline religion" of charismatics and Pentecostals, a revival of an emo-tional type of prayer with a need for a personal attachment to Jesus ex-pressed emotionally and publicly, the ministry of healing in sum, the desire for a backdrop to life, a deeper dimension, an invisible world; the need once again to feel that God is near and that we are able to commune with him; the need for a God who is transcendent as well as immanent. We desire the divine face of Jesus as well as the human face of God. The pendulum swings of the Christological debates of the early Church are again in evidence. The third redefinition of religious life in terms of equality and jus-tice is an improvement over the first two redefinitions in terms of liberty and fraternity, especially where these are interpreted as individualistic freedom and a sentimentalized intimacy/community. Individualism can-not form community. Nor can we religious be merely intimiste in our spiri-tuality. We cannot be satisfied with simply voicing our affections of love toward others or even for the Lord. Love must be active, social, and even political. Christians cannot concentrate solely on their own salvation whether earthly or celestial. "What would the Lord say," asked Char- Religious Life and Modernity / 349 les P6guy, "if we go to him without all the others?" On the other hand, this third effort to redefine ourselves and discover a lost identity was (is) in some ways more seductive, more liable to be-come an idol, for in itself it is strongly rooted in the Gospel and demands great sacrifice. The quest for social justice is "a constitutive part" of the Gospel, says an oft-quoted text of the 1971 Synod of Bishops. But it, too, has its shadow side. It was an improvement because it took the focus off of the individual subject, the I, but it was not sufficient because it replaced the individual subject with another earthly subject, the spe-cies subject, Marx’s Gattungswesen, or with a part of society, the poor, the oppressed of the human species. To define religious life principally in terms of social justice is to make the Marxian move of replacing re-ligion with the need to foster a truly socialized man and woman. While fear of idolatry caused men of earlier ages to set God above the world and beyond all images, the danger of idolatry returns a hun-dredfold when we look for him within the bowels of the world. Some will call this double-talk and say they will have nothing to do with liberation, equality, compassion, and the betterment of people. But such a conclusion does not follow from what I am saying. Just the oppo-site is true. Unless we live in light of the truth that the world belongs to God and that its primary duty is to praise him in gratitude for what has been given, we cannot even begin to construct a world of justice. Unless we see that God is first and creator and that the human is second and created, we cannot find any basis for human equality or for treating everyone with justice and care. Evolutionists turned philosophers say that humans are equal only by the accident that a group of beings with about the same size brain flow-ered at a certain period of time. As a result these thinkers can find no ground for the moral imperative of justice. Such an imperative appears only when and if we view humans as having a relationship to an Abso-lute whose essence is Love. Humans have a dignity not because they hap-pen to have a complex brain which gives them a kind of free will, but because they are loved and because the very meaning of their being is to love as the Father loves. As Martin Buber has said, whoever makes freedom the primary characteristic of humans is blind to the real nature of human existence which is "being sent and a being commissioned."7 It is because God’s love for us does not rise out of a personal need but is gratuitous, that the universe has meaning and that social justice is an imperative. In this discovery we will find true freedom. For the God of the absolute future is a God of plenitude who does not enslave nor ~150 / Review for Religious, May-June 1991 brook enslavement. Contemporary thinkers are obsessed by the thought that dualisms must be overcome at all cost, that all distinctions must be leveled, the natural and the supernatural, laity and clergy, Church and world. In this same vein, because of the doctrine that all are called to the same degree of holiness in baptism, they tend to believe that the distinction between laity and religious cannot ultimately be maintained. But in counteract-ing dualisms we must be careful not to submerge certain important dis-tinctions. There may be other distinctions between religious life and lay life which are .not connected with the call to holiness shared in baptism. Religious, I believe, are called to a different kind of separation from the world. Religious must be not above or beyond the world, nor seek to escape its toils. BUt yes, their life must be distinct and separate by tak-ing up the very different lifestyle of a pilgrim as did the apostles, not remaining at home but accompanying Jesus on the way. Again, if a religious must be a prophet, as many commentators urge, then he or she must be different from others in the way that a prophet is different from those to whom he or she prophesies. The prophet is one who shows the way. Religious must teach by their life that all Christians must be in the world but not of the world, that their greatness will not spring from surrender to the values of the world. Without a distinction between religious and laity the significance and identity of a truly Chris-tian laity may also be in danger of being lost. Something new is being born: a higher synthesis. It will consist es-sentially in a rewinning for human consciousness the sense of the tran-scendent and a new understanding of what is meant by a separation from the world. The problem of the third world is poverty; the problem of the first world is paganism. The third world retains the sense of the transcen-dent, though the embrace may at times be cluttered with emotion and su-perstitions and not translate into social action. The first world has in many cases simply given up the embrace. And in doing so it finds no adequate ground for love of neighbor, enemy, or stranger. Earlier spirituality taught that only in recognizing God’s sovereignty can we avoid pride. It is through the same recognition that we will be-come compassionate and work for justice. True kenosis lies in the reali-zation that all humans--poor or rich, woman or man, ourselves or oth-ers- are of secondary importance. What is of prime importance is be-yond. But the God beyond sends us back to the world whose inhabitants he loves unconditionally as individual persons and as societies. He places upon us the moral imperative of justice and the command of love. Religious Life and Modernity Through a relationship with the Lord established in prayer, the extent of our task as Christians will be revealed. In transcendence we will redis-cover immanence. Modernity and its religious need again to ponder the words of the psalmist: "In your light we shall see light." NOTES I In support of a minority dissenting position, see Andrew Greeley and Michael Hout, "The secularisation myth," The Tablet, June 10, 1989, pp. 665-667. 2 "Faith and Reason," The Tablet, March I 1, 1989, p. 276. 3 See "Catholicism and American Culture," America, January 27, 1990, pp. 54- 59. 4 International Bulletin of Missionary Research, April 1988, p. 51. 5 Quoted by Prof. Albert Outler, "Toward a Post-liberal Hermeneutics," Theology Today, October 1985, p. 290. 6 Toward the Post-Modern Mind (Crossroad, 1982), p. 25. 7 Martin Buber, The Eclipse of God (Harper and Row, 1962), p. 69. A Celibate Dialogues with God I asked God: "Must I be my last and only word? Will this who-I-am be heard no more when I am dead? Who will know what I have said? Who will weave my melody into their song or hum at least my harmonies along with theirs? Who will? Who will?" And God said: "Peace. Be still." Irene Zimmerman, S.S.S.F. 3601 South 41 Street Milwaukee, Wl 53221 Focus: The Mission William F. Hogan, C.S.C. Father William Hogan, C.S.C., wrote "Chapters and Structures" for our issue of January/February 1989. His address remains Fratelli Cristiani; Via della Maglian-ella 375; 00166 Roma, Italy. Mission is the most written about concept in religious institutes and it sets the tone of most revised constitutions. Furthering the mission of Jesus in today’s world has provided the framework for renewal programs and processes in communities of the consecrated life. The concerns that pre-occupy us affect our lives in many ways, providing an overall orienta-tion for judgments, the determination of choices, the perception of life and reality, the measurement of problems. And yet, all too often con-cern for the mission is not carried over into the nitty-gritty of daily life; we can find in ourselves a gap between the intellectual approach to mis-sion and what motivates our actual responses in concrete situations. Con-tradictions can abound in our human persons! The morale of many religious today is deeply affected by dwindling numbers, aging, and the lack of new members to carry on the life and work. Some give in to discouragement and the tendency to pull in on self; survival looms as a major concern and the scope of vision becomes quite narrow. Surely the Lord does not want a yielding to inclinations along this line because they are contrary to the tenor of the Gospel, which would focus our attention with largeness of heart and vision on the mis-sion of Jesus and the call to live, be, and do in response to the mission today, no matter what. The Christian must be an apostolic person in all the phases and situations of life with their ups and downs. It is understandable that there be a human reaction of preoccupation with self-preservation and self-survival, given the innate drive for the self 352 Focus: The Mission / 353 to live on and the desire to continue a form of life in which one believes. At the same time we must confront within ourselves some very real is-sues, the most basic of which centers around whose mission it is we are called to serve. This is the struggle of God and the "me," the struggle with which we have to cope in one way or another all through life, the struggle of sinfulness. "Your thoughts are not my thoughts, nor my ways your ways" (Is 55:8). What does our God seem to be asking of religious today, especially in institutes that appear to be dying? It surely is not pious platitudes: "God’s will"; "God will provide"; "History will repeat itself"; "It happened before." While it may be hard to read what is happening, we can surmise a few points about basic attitudes to which the Lord may be calling us. Most basic of these is to expand our vision beyond our own religious institutes to see how the Spirit is active in the birthing of so many new forms of consecration for mission. Despite secularism and other "isms"--perhaps because of them--our times are seeing all kinds of new Christian community foundations with a variety of time-tested and new elements. We are living in an era as rich as the nineteenth cen-tury, as far as new religious ventures are concerned, although the em-phasis on some aspects of consecration may differ. In many parts of the world the Spirit is pouring forth founding charisms on individuals to wit-ness to Christ in discipleship in new ways. In some instances there are blends of various long-standing spiritual traditions; others are different combinations of the monastic and actively apostolic; still others would appear to be revivals of forms that have passed out of existence over the centuries; some are entirely new. One can look at the community movements springing up and won-der why these people do not simply join already existing religious con-gregations that are in need of new members in order to continue. And we just cannot find adequate answers on a human level. It is not enough to say that today’s individuals want less structure because some of the emerging groups are very highly structured. Nor can one merely explain that people want to be unencumbered, free of age-old traditions and in-stitutionalism, since many are deeply rooted in traditions and some have picked up practices that religious congregations have laid aside. Is it the attraction of the new? Who knows? What is important is to have a vi-sion that embraces what the Spirit of God is doing to further the mission of Jesus in our age. If all disciples of Christ are people of mission, the challenge is to keep one’s attention on the accomplishment of the mis-sion and not just one’s own particular part in it. The glory of God Review for Religious, May-June 1991 through the restoration of creation in Christ is what matters and not how we think we are glorifying God. We are face-to-face with the issue of whose mission this is, God’s or ours, and whether we have fallen into the trap of overestimating the importance of our own role in the mission. A breadth of vision is needed, with the focal point being Christ and the continuation of Christ’s message and work. We share in that work; we witness to Christ’s person and message. The continuation of the mission is what counts, not so much who accomplishes it. Religious today may find themselves in a situation somewhat analo-gous to some incidents described in the Bible: Now two men, one named Eldad and the other Medad, were not in the gathering but had been left in the camp. They too had been on the list, but had not gone out to the tent; yet the spirit came to rest on them also, and they prophesied in the camp. So, when a young man quickly told Moses, "Eldad and Medad are prophesying in the camp," Joshua, son of Nun, who from his youth had been Moses’ aide, said, "Moses, my lord, stop them." But Moses answered him, "Are you jea.lous for my sake? Would that all the people of the Lord were prophets! Would that the Lord might bestow his spirit on them all!" (Nb 11:26-29). John said to him, "Master, we saw a man who is not one of us cast-ing out devils in your name; and because he was not one of us we tried to stop him." But Jesus said, "You must not stop him: no one who works a miracle in my name is likely to speak evil of me. Anyone who is not against us is for us" (Mk 9:38-40). If God was giving them the same gift he gave us when we first be-lieved in the Lord Jesus Christ, who am I to impede the action of God? (Ac 11:17). Perhaps individuals experience pain when they see others in search of values in new groups and it appears that the ideals are the same that they themselves are trying to live. Yet the attention must be on Christ and ful-fillment of his plan now, what is needed for the mission now, and not on one’s own pain. Granted that this is easier said than done, but we must keep trying to be conscious of the mission that is the very reason for our being. Our faith would tell us that the Lord is very much present in the cur-rent situation, though not necessarily in the way that we would like the Lord to be present, that is, according to our desires and plans. And that is another aspect of what God is asking of religious today: to find him present in the decline as much as in the previous rise in religious life. This entails hope, defined in the dictionary as desire joined with the ex- Focus: The Mission pectation of getting what is desired. The "what is desired," however, constitutes a problem area. Most religious say that they hope there will be a resurgence of vocations to their institutes and they frequently wit-ness to their words through intense prayer for vocations, both in personal prayer and in petitions during the Prayers of the Faithful at Eucharistic celebrations and the liturgy of the hours. Christian hope must be founded on the person of Jesus Christ, whose power gives us the basis for expectations to be fulfilled. Jesus’ mission/ kingdom are inseparable from his person and to hope in him touches upon his mission and his ways of bringing it about rather than our own projections of what the mission demands according to our viewpoints-- in particular, the preservation of our particular religious institutes. We hope, but in what way’?. In total openness to God’s ways? Genuine hope involves a finding of the Lord present in situations that may lead to a cer-tain type of dying; hope in the Lord may mean a letting go of some of our desires and false hopes, and even of any panicky types of prayer for vocations. Now is a time for deep inner calm founded on the Lord Jesus who is at work among his people, accomplishing the mission, though our vision be obscured through personal suffering over the decline of reli-gious life. Not resignation, but a lively hope in the Lord! How frequently the Word of God calls us to wait on the Lord in a spirit of peace, "singing the favors of the Lord" even when we feel weighed down with concerns. The Lord’s time and way so often are not our times, ways, and vision; thus he challenges us to a patient engaging trust in him, as he did Habakkuk of old: Write down the vision clearly upon the tablets, so that one can read it readily. For the vision still has its time, presses on to fulfillment, and will not disappoint; if it delays, wait for it, it will surely come, it will not be late (Hab 2:2-3). This waiting in patience is not passive, for it demands a struggle for faith in and openness to God’s ways in the accomplishment .of the mission. And it charges us to keep on going in what we are living, giving, and doing and not to pull into self, overwhelmed by feelings of discourage-ment. The blindness of faith and surrender to the Lord’s way are invoked by waiting on the Lord. St. Therese of Lisieux described herself as a little ball: "You [God] throw me to someplace in a corner; maybe ten years later you pick me up again." Catherine de Hueck Doherty mentions in her writings a starets who said that we should be like rag dolls that can be picked up 356 / Review for Religious, May-June 1991 by the hand, foot, or head, thrown in the bushes, hugged, thrown in the toy box. These figures of speech point to the self-emptying at the heart of waiting on the Lord--the painful surrenders to go the Lord’s way and not our own, holding on in faith as we try to let go of our ways and yield to the divine ways. It is a movement to selflessness with conviction that God knows what he is doing, even when it is beyond our comprehen-sion. Human solutions to problems and techniques for attracting possible vocations are important, but none are miraculous. There is no mystical, magical solution for the vocational crisis in religious institutes. No mat-ter what human avenues and approaches are pursued, we must look to the basic point of attitudes our God wants of us now: faith; largeness of vision of the mission and how it is being realized today and by whom it is being promoted; and awareness that the Lord is calling us to a kenosis beyond what we have experienced in the recent past. And all of this would appear to be part of the divine plan for greater growth in open-ness to God’s ways. The alternative prayer for the fourth Sunday of Eas-ter expresses it powerfully: God and Father of our Lord Jesus Christ, though your people walk in the valley of darkness, no evil should they fear; for they follow in faith the call of the shepherd whom you have sent for their hope and strength. Attune our minds to the sound of his voice, lead our steps in the path he has shown, that we may know the strength of his outstretched arm and enjoy the light of your presence for ever. We ask this in the name of Jesus the Lord. Participative Leadership for Refounding: Reflections Gerald A. Arbuckle, S.M. Father Arbuckle is well known to many of our readers around the world for his arti-cles, books, and workshops. His address: Catholic Theological Union; ! Mary Street; Hunters Hill, Sydney, N.S.W.; Australia 2110. Refounding is the process whereby an apostolic congregation, under the inspiration and leadership of creatively pastoral people, relates the Gos-pel message to the critically challenging problems within contemporary cultures (for example, secularism and injustice) according to the spirit of the original founding vision. ~ These imaginative people cannot emerge and act, however, if their officially appointed congregational leadership team fails to realize its primary function: to foster an atmosphere condu-cive to pastoral creativity within the religious community. I believe that the decision-making processes of the leadership team that aim to facilitate refounding must be based on the principles of parti-cipative (or collaborative) leadership. However, considerable confusion can exist about precisely what is meant by participative government. In this article I seek to clarify what is meant by "participative lead-ership for refounding." I concentrate on the dynamics of participative leadership within the officially appointed congregational leadership teams at the provincial and general levels. By extension, what I say of the participative process within these teams will apply mutatis mutandis to all other congregational leadership groups. Leadership for Refounding: Clarifying the Model Two relevant models of administrative style can be distinguished-- the "mechanistic" and the "organic"; they differ according to the pur- 357 Review for Religious, May-June 1991 pose for which an organization exists.2 In the mechanistic style, the tasks of the organization are considered predictable or unchanging. The organi-zation is characterized by many rules and regulations; the leadership’s role is to make sure that these long-established and neatly set-out rules of operation are being followed. Creativity is discouraged because it threatens a predictable way of acting. Thus, the mechanistic style of lead-ership is totally unsuited to a world of change. Within the Church, the methods of evangelization and pastoral care changed little over several centuries prior to Vatican II. The world had to adapt to the Church, not vice versa. The administrative style of the ecclesiastical and religious congregations had become mechanistic. Re-cently I reviewed the provincial-chapter decrees of an apostolic male cleri-cal congregation from 1894 to 1956. Never at any point is there refer-ence to the need for pastoral creativity; instead the emphasis is on con-trol through the maintenance of detailed discipline rules. For example, in the decrees of 1900, phrases like "the present Chapter reasserts the prohibition against..." are commonplace. Little wonder that our pastoral administrators failed to take note of the emergence of the urban/factory working class in the nineteenth cen-tury. Pastoral care remained predictably and "pleasantly" rural in ori-entation. Not surprisingly, the vast majority of this often oppressed class became alienated from the Church and continue to remain so. The second style of administration is organic. There are few rules and regulations in the organization. The emphasis is on constant inno-vation, creativity, and evaluative feedback because the marketplace de-mands an ever-increasing variety of new products, devices, and designs. The leadership fosters in the organization a participative atmosphere in which people feel they can create and be supported by other members in the group. Decision making is primarily proactive rather than reactive or crisis solving. By this we mean that organic administrations are "an-ticipative people," that is, they see change coming and then begin to plan and discuss different ways to adapt to it. They begin to create and control change rather than succumb to it.3 Organic-oriented leadership is founded on six assumptions. First, the process of creativity and innovation is a generally very messy one, be-cause it is a human activity that "involves the personalities, emotions, and quirks of many creative people. It does not always work cleanly; it does not always work well; it certainly does not usually work effi-ciently.’ ,4 Second, leadership teams need space and time in which to ponder Participative Leadership / 359 over the implications of the information coming .to them. If leaders do not have this sacred space and time, they will, without realizing it, re-gress to an authoritarian style of leadership. Today congregational lead-ership, especially at the provincial level, must carry unprecedented bur-dens. For example, as a consequence of the inevitable contemporary "re-ligious- life chaos," congregational leadership must be involved in press-ing maintenance issues, such as the closing of houses because of the de-cline in membership and the development of new ministries, the pastoral care of religious who are confused by the chaos within and outside re-ligious life, and the finding of finances to cover health and retirement costs. At the same time they must be giving priority to the future of the congregation, its mission, new and creative responses. If congregational leadership is not ruthlessly careful, it will be exhausted with maintenance demands. Creativity space will be choked out. Third, because the organization exists to respond to the needs of a rapidly changing world, the communication about these needs and the creative responses to them must be fast, two-way, and accurate. The lead-ership team is concerned to get the right information at the right time and to pass it on to the people who need it, to get the message understood and acted upon. Fourth, the temptation to spend an excessive amount of time on analy-sis of the information being received must be resisted. Organizations can become so caught up in more and more analysis and information gather-ing that they become paralyzed. On the other hand, paralysis can also develop if organizations are consistently rushing into decision making without sufficient research and information. Creative risk takers become deenergized not only with excessive, introverted meetings and analysis, but also by having to interact with groups that constantly fail to listen to reality.5 In whatever way group paralysis occurs, we have a recipe for organizational suicide. Fifth, even the most creative leadership teams can develop middle-life weariness. They can lose their drive and enthusiasm and adopt a mechanistic leadership style; they fall victim to the deadly temptation to spend their time solving the problems of yesterday rather than anticipat-ing the challenges of tomorrow. Bureaucracy, red tape, and complacency are the symptoms of this mortal disease.6 Sixth, organizations that have become bureaucratic, inward-looking, or unresponsive to changing needs can only be refounded if their leadership is prepared to adopt the organic style. The resistance to change and to creative persons, however, could be so great that the pro- 3130 / Review for Religious, May-June 1991 cess of refounding is impossible. The leadership team is powerless. But the team should not lightly surrender to resistance---on the other hand, ,the real obstacles to refounding may well be within the leadership group itself. Seventh, every leadership team needs skills for interpreting what is happening within its own group and within the wider society it seeks to serve. If a team is unable to be honest and courageous enough to reflect on the strengths and weaknesses of its own interrelationships, it will re-main insensitive to what is taking place within the wider organizational culture.7 Organic Leadership Style and Religious Life Apostolic religious congregations exist to minister to the changing pastoral needs of people and cultures.8 An essential reason for their ex-istence is that they be bold in apostolic initiatives.9 This ministry de-mands an organic leadership style in congregational administrations. 10 The Ignatian discernment method of coming to decisions is a form of the organic leadership style. The organic style finds support in the approach of St. Paul to evangel-ization. While there must be respect for the unchanging values of the teaching of Jesus Christ, there must be an openness to the use of the di-verse girls of people in preaching the Good News: "Now Christ’s body is yourselves, each of you with a part to play in the whole" (1 Co 12:27). Paul lists the girls in order of importance. After the apostles (and their successors) came prophets (v.28). The prophets, whose distinguishing qualities are spelled out by Paul in writing to the Galatians (5:22), are the imaginative and creative persons within the Church (and religious con-gregations). Their role is to challenge Gospel communities constantly to develop new ways to preach the Good News to the world of today. Paul assumes that leaders of Christian communities must allow authentic proph-ets and pastorally creative persons to emerge and function. There is nothing nonincarnational, stuffy, bureaucratic, or mecha-nistic about Paul’s thinking. Achieving Organic Leadership: Practical Guidelines If religious leadership teams are to have an organic leadership style, they must: 1. Formulate a clear team vision of goals and strategies. If a team does not know what it is aiming for, it will be equally fuzzy about what it should be doing; personal and group energy will dissipate Participative Leadership / 361 on minutiae or nonessential issues. The forming of a vision of realistic goals and the strategies to achieve them is at first sight deceptively simple. The formulation of practical strategies, for example, demands precise thinking and forecasting as well as making commitments involving others; most superiors are not accus-tomed to viewing the process in this way. ~ 2. Be aware of differing forms of participative leadership. The participative approach means that all team members share in the decision-making process. They do this in various ways, for example: dis-cussion leads to consensus or a majority vote or after consultation of mem-bers or their free offer of advice, the team leader or a delegated member decides. The preference is the first option: full involvement in decision mak-ing through consensus. However, there must be flexibility. The group should learn what option is the most appropriate at a given time. For ex-ample, the urgency for decision and action may allow only the last op-tion, that is, a decision made by the one with the most authority. Deci-sion making through consensus normally takes considerable time. Canon law and congregational constitutions do prescribe that some matters be decided, for example, by the major superior with the consent or advice of other members of the leadership team. If lengthy or wide consultation or majority voting is made the unchanging rule, then decisions may never be made and the urgent apostolic needs are left unattended. The conse-quence is that an organic style of leadership is turned into an oppressive mechanistic one. Decision making through consensus needs to be carefully under-stood. By consensus is meant that all parties agree what the decision should be and feel that they have been thoroughly involved at all stages. However, if consensus decision making is pursued at all costs, that is, if it is made into a rigid ideology, then points of conflict and disagree-ment are forced underground. If these issues remain unattended to, then all kinds of unresolved negative feelings or hurts will haunt the group and threaten to split it apart. The same danger exists if the majority vot-ing option is pushed through too quickly, because then disagreements and differences of opinion also remain unresolved. Pseudoconsultation is to be ruthlessly avoided; this involves the il-lusion of participation without the substance. Decisions have already been made by leaders, but other team members are then "consulted to keep them happy." There is no intention of changing the original deci-sions. This leads to disillusionment, disaffection, and cynicism. 362 / Review for Religious, May-June 1991 I find that major superiors can unwittingly raise false expectations within their leadership teams (and within their province or congregation) simply by failing to specify the particular form of participation they ex-pect at a particular time. Sometimes the word "collegiality" is used interchangeably with "participative government," but this can also cause needless confusion. Strictly speaking, collegiality connotes a particular relationship between the college of bishops and the pope. The term can be applied to religious life only with extreme care. Collegiality has come to be synonymous with "participatory democracy," which assumes that in all decisions every member of a team o.r province must be fully acquainted with every detail and that decision making must be always according to the major-ity vote. 12 Collegial government in religious life, that is, where all mem-bers have equal rights in decision making by law, exists only at general and provincial chapters. 3. Adhere to subsidiarity. Whatever individuals or committees of councilors are able to do for themselves ought not to be removed from their competence and taken over by other people, for example, major superiors. Canon law or. the constitution will set out precisely those decisions that must be made by the major superior with the consent or consultation of the council. In other matters he or she can lawfully delegate authority to congregational team members. I find, however, that subsidiarity fails to work whenever team mem-bers are unsure precisely who has the delegated authority or authoriza-tion. Team members and the province or congregation as a whole must know who has the right to make decisions and takes responsibility for them. Secondly, when the major superior attempts to take back the author-ity without justification or when other team members try to interfere, un-necessary frustration occurs. Team members feel used, irrelevant, and deenergized as persons and leaders within the community. One practical consequence of adhering to the principle of subsidiarity is that great care must be taken to see that the agendas for congregational team meetings be carefully screened. No matter should come to team meetings that can and should be dealt with at lower levels. If this screen-ing does not take place, the team is back to the limitations of participa-tory- democracy procedures. They become bogged down by irrelevant mi-nutiae, and the critically important issues for team consideration become crowded out. Participative Leadership 4. Delegate maintenance tasks. Remember that the primary role of congregational leadership teams is to challenge their religious communities to face the realities of the fu-ture. They cannot even begin this task if they are constantly burdened at meetings with maintenance and personnel issues. This is not to deny the pastoral importance of such issues, but merely to highlight the key function of leadership teams. As far as possible, the maintenance requirements of congregations must be delegated to others. This will demand of leaders a ruthless self-discipline to prevent them from becoming smothered in maintenance prob-lems. Without such self-discipline there can be no congregational fu-ture. ~ 3 5. Be accountable. Every team member must be accountable for his or her performance to the group and through the majo.r superior and team to the whole prov-ince or congregation. But a warning: If delegation is working effectively, then the amount of material being made available to other members of the council or team for the sake of accountability should be controlled; otherwise they will again be swamped within a paper jungle. Leadership teams must be alert to the fact that they can easily be-come trapped in their own busyness so that they have no idea where they are going or what is really important, and end up experiencing rather than inventing the future. Busyness is apt to lull leaders into thinking that their decisions are relevant when in fact the opposite is the reality. 6. Understand and use power. Though power is a commonly used word, it is nonetheless frequently misunderstood. However, it is critically important to grasp its meaning and its various types because the failure to do so can frustrate the work of a congregational team’s involvement in the refounding process. Power is the ability to influence the values and behavior of the or-ganizations or cultures in which we find ourselves. Structural power de-rives from the roles that we officially hold in an organization, for exam-ple, congregational leader or team member. Functional power derives from the skill we use within a group, for example, the skill of animation or coriamunication; personal power derives from our personality.14 Again recall that the primary task of a congregational team commit-ted to the refounding process is that of finding, empowering, and sup-porting the right people. On their own team and in the province or con-gregation they serve, these persons must be enabled tO create, not made 364 / Review for Religious, May-June 1991 to devise elaborate controls to make less creative or resilient persons do what they should be doing. This requires that the congregational team, first, use its functional and personal power to find the right people and empower them to act and, second, use its structural power to open up the congregational struc-tures to allow the creative persons to operate without unnecessary inter-ference from other sections of the leadership team or the congregation or province as a whole. In brief, a creative team allows for and fosters the "pastorally in-novative eccentric." This may even mean applying the axiom "The new belongs elsewhere," which I have described at length in a recent book. ~5 That is, through the application of structural power, the team establishes structures that permit the "innovative eccentrics" to act without having to be accountable to a large number of people for what they are doing. The leadership team assumes the initiative of explaining to others the na-ture and progress of the creative pastoral project, thus allowing the in-novative people to concentrate on their new apostolic ventures. 7. Foster team trust. Congregational leadership groups must learn to see themselves as teams, not as a set of individuals. On a team, members are aware of each other’s strengths and weaknesses; they aim to act in a manner which uses their individual diversity to serve the group. The group needs to ask itself three questions if it is to assess the qual-ity of its teamwork: (1) Does the group have the necessary skills and struc-tures to work together cooperatively and effectively? (2) If the team has not the necessary skills, can it develop them or should it seek them from outsiders? (3) Does the group have the attitudes, values, and norms that foster the required skills and support the required structures? If members do not trust one another, they will communicate inadequately. They will hold back information, thus weakening the quality of the team’s deci-sion making. Maybe such lack of trust comes from conflict or the fear of it. Yet conflict is unavoidable even on the best teams. Members should npt try to hide it, but should try to recognize its causes and develop methods of resolving it. Robert Bolton distinguishes between the emotional and the substantive dimensions of conflict. The former include anger, distrust, defensiveness, fear, and resentment. Substantive dimensions involve con-flicting needs, disagreements over policies and practices, and divergent views of roles and the uses of resources. These substantive issues can-not be resolved until the emotional aspects are faced up to; the team may Participative Leadership / 365 require an outside facilitator for this to take place. 16 Members need to realize that the primary concern of team building is not the individual needs of the group’s members, but the welfare of the congregation and the Church it serves. Members can become so con° cerned to achieve collaboration and cohesion that these qualities become not a means but an end in themselves. The team style then changes from an organic to a mechanistic one, and a rigid conformity to rules of unity predominates. The creativity of individual team members is then stifled or crushed. This is what William G. Dyer means when he writes: "Crea-tivity is often at odds with the conditions that foster collaboration. It is possible to increase team work while inhibiting creativity, which seems to stem from the less fettered individual.’’~7 8. Nurture group life humanly and spiritually. A task-oriented congregational team expends considerable energy. Unless individuals and the group have space and time to restore this en-ergy, problems develop: bickering, excessive tiredness, poor concentra-tion, and individual and group burnout. Organizational and leadership culture must, then, be cared for if ap-ostolic effectiveness is to be maintained and grow. The group can revi-talize its own energies in a variety of ways. The options chosen will de-pend on what the group enjoys doing. One team, for example, may en-joy a regular meal together well away from their place of meeting; an-other team may receive energy through open-ended discussion on par-ticular topics. A group that has fun together is more likely to be a group that can stay and work together.18 As a top priority the spiritual life of the group needs nurturing. When the members are unable to share in prayer their faith experiences, they will lack the inner freedom for honesty and openness. I have seen the energy of individuals and groups rise with extraordinary rapidity as a con-sequence of members sharing their reflections on scriptural passages. Shar-ing cannot be pushed; it grows under the power of the Holy Spirit as mem-bers become more comfortable with one another and with the presence o~ the Lord in their midst. 9. Be flexible with meeting styles. Meetings need variety. Formal meetings, namely, regular team gath-erings that have agendas in advance, are essential. But, since these gen-erally are not the occasions for inspiration and energy-creating interac-tion, from time to time there should be team meetings with no detailed and set agendas. At these informal meetings the group could benefit from 366 / Review for Religious, May-June 1991 a clear and simple process of critical self-reflection. Questions like the following could be used: How do you think the team is working together? Are our objectives being realized? Do the objectives need sharpening? Do individual members want to share the major concerns of their depart-ments? These gatherings become a mixture of sharing worries and suc-cesses, of.dreaming about the future of the province or congregation, of brainstorming about strategies. lO. Implement reality-testing sessions. A congregational team, like any human group, can lose touch with reality--for many reasons. For example, the group may become so anx-ious about the difficulties it faces in its leadership task that it uncon-sciously denies and represses much reality and so ignores it in its deci-sion making. To forestall such an eventuality, the team desperately needs regular reality-testing sessions: Are the usual staying-in-touch methods still working? Have they outlived their usefulness? Are they blocking the flow of information in and out of the group? Are members of the team continuing to listen to and communicate with one another? Have barri-ers developed between members? This can be a thoroughly uncomfort-able exercise, but without it much well-intentioned apostolic energy can dissipate. 19 Conclusion We read that the early Christian communities were "united, heart and soul; no one claimed private ownership of any possessions, as ev-erything they owned was held in common" (Ac 4:32). This aptly de-scribes what congregational leadership teams should strive to be like, plac-ing their possessions--their talents and their skills--at the service of the team and the congregation, making that effort even if it be painful. Such unity is achievable only if the efforts of the team members are earthed in the power of Christ’s resurrection (see Ac 4:33). It is only through resurrection love that members can learn to find "joy in the truth.., to make allowances, to trust, to hope, and to endure whatever comes" (1 Co 13:7). Then there will be an organic, flexible style of lead-ership within congregational teams, and it will be apostolically energiz-ing for all who experience it.2° NOTES ~ See G.A. Arbuckle, Out of Chaos: Refounding Religious Congregations (New York: Paulist Press, 1988), pp. 88-135, and Earthing the Gospel: An Inculturation Participative Leadership / 367 Handbook for the Pastoral Worker (London: Geoffrey Chapman; Maryknoll, N.Y.: Orbis Books, 1990), chap. 12. 2 See T. Burns and G.M. Stalker, The Management oflnnovation (Chicago: Quad-rangle Books), passim. 3 See C.R. Hickman and M.A. Silva, Creating Excellence: Managing Corporate Cul-ture (New York: New American Library, 1984), p. 191. 4 K. Albrecht, The Creative Corporation (Homewood, I11.: Dow Jones-Irwin, 1987), pp. 46f. 5 See G. Pinchot, lntrapreneuring (New York: Harper & Row, 1985), pp. 224f.; see also the helpful insights of I. Briggs Myers, Gifts Differing (Palo Alto, Calif.: Con-sulting Psychologists Press, 1980), pp. 69-75. 6 See P. Drucker, Innovation and Entrepreneurship: Practice and Principles (New York: Harper & Row, 1986), p. 149. 7 See E.H. Schein, Organizational Culture and Leadership: A Dynamic View (San Francisco: Jossey-Bass, 1987), pp. 137-147,270-296, and D. Graves, Corporate Cul-ture: Diagnosis and Change (New York: St. Martin’s Press, 1986), pp. 120-144. 8 See J. O’Malley, "Priesthood, Ministry, and Religious Life: Some Historical and Historiographical Considerations," Theological Studies 49 (1988): 223-257. 9 See Congregations for Religious and Bishops, Directives for the Mutual Relations between Bishops and Religious in the Church (Sydney: St. Paul Publications, 1978), para. 12. 10 See comments on the New Code of Canon Law in G.A. Arb’uckle, Strategies for Growth in Religious Life (New York: Alba House, 1986), p. 137. i~ See G.A. Arbuckle, Out of Chaos, pp. 30-33, 105f. 12 See L. Schaller, The Change Agent: The Strategy of Innovative Leadership (Nash-ville: Abingdon Press, 1972), pp. 14, 152-154. ~3 See K. Albrecht, Successful Management by Objectives: An Action Manual (Engle-wood Cliffs, N.J.: Prentice-Hall, 1978), pp. 176f. ~4 Definitions and clarifications on power are provided by Jane Blaxland. See als6 " G.A. Arbuckle, Strategies for Growth in Religious Life (New York: Alba House, 1987), pp. 134-139. 15 See G.A. Arbuckle, Out of Chaos, pp. 112-135. 16 See R. Bolton People Skills (Brookvale: Simon & Schuster, 1987), p. 217; see also J.F. Benson, Working More Creatively with Groups (London: Tavistock, ! 987), pp. 130-145, l19f. 17 W.G. Dyer, Strategies for Managing Change (Reading, Mass.: Addison-Wesley, 1984), p. 176. 18 See J.F. Benson, Working More Creatively, pp. 184-186. 19 See the helpful insights of M.F. Kets de Vries and D. Miller, The Neurotic Or-ganization: Diagnosing and Changing Counterproductive Styles of Management (San Francisco: Jossey-Bass, 1985), pp. 15-45, 133-205; and E.H. Schein, Organizational Culture, pp. 185-208, 311-327. 2°I am grateful for the help of Jane Blaxland and Michael A. Mullins, S.M., in the preparation of this article. Mary, Woman for Peacemakers Patricia McCarthy, C.N.D. Sister Patricia McCarthy, C.N.D., may be addressed at Congregation of Notre Dame; 41 Cole Street; East Providence, Rhode Island 02914. Before much time in the field has elapsed, a worker for peace usually dis-covers, by need, the meaning behind Gandhi’s claim that mute prayer was his greatest weapon. Fidelity to truth and perseverance in justice are fruits that can only be produced if prayer is the seed. Such prayer begins with a choice--a choice to respond to the call from God, a choice to take the first commandment seriously and to kneel before God. The choice is to hear and acknowledge the call to worship, to invest time, effort, and attention to this call. The choice is to be there listening day after day, to be there loving hour after hour, and to be there receiving love moment by moment. It is when we make that move from listening and loving to the realization of being loved that prayer becomes relationship. Out of this relationship, we no longer see ourselves as only workers for peace, we become united with Jesus Christ the one peace-maker. From union with his heart, we understand the work of peace to-day and embrace the call to share in it. If we have felt the call to enter into this prayer-love relationship with Christ, our first step is to turn to Mary. Our reasons for this are many. We come to Mary as to an intimate friend, we come asking to know her, to love her, and to realize her love for us. We come to Mary because she is the virgin Mother of God. We come to Mary because she was the most faithful disciple of Christ during her time on earth. We come to Mary because Christ gave her to us from the cross. We come to her be-cause we believe she is our loyal advocate from heaven. We come to Mary because she passionately offered herself to God for the sake of his 368 Mary, Woman for Peacemakers people at the Annunciation. God blessed and accepted that offering two thousand years ago, impregnated her with the seed of God so she could give birth in flesh and blood to Jesus. Finally, we come to Mary because she was faithfully present when Jesus abandoned himself to his Father. Mary was the Mother of God in Bethlehem when the Word of God became flesh to be among us; and Mary was the Mother of God on Calvary when the Word of God surren-dered his flesh to redeem us. Mary was mother and companion to the Son of Peace while he walked this fragile earth. Let us ask her to accompany us as we journey toward peace. For the sake of clarity, let us consider three specific as-pects of our life with her: prayer, mission, and prophecy. Prayer Why Mary with regard to prayer? Devotion to Mary does not come out of some private practice covered with sentimentality. Devotion to Mary comes from the heart of the mysteries of redemption and salvation. From the time angels chose not to worship God and refused to ac-knowledge God as God, evil has existed. It entered into humanity through our ancestors who also chose a created good over the Creator. Along with the existence of sin, however, was the promise of redemp-tion. God never left us without hope even when we did not know enough to care. For years, God formed covenants with us and reformed them af-ter we broke them. God spoke to us to admonish us, to encourage us, to instruct us; God spoke through generations of holy men and women. And, finally, when the fullness of time had arrived God chose to speak through Jesus Christ. With the greate.st risk, God let this divine intervention wait upon the word of a virgin daughter of Israel. Mary. had been chosen and prepared, kept free of any remnant of our ancestral tendency to sin. She had been formed in the covenants of Yahweh, desirous of the coming of the Mes-siah. She had learned to kneel before Yahweh, to worship, to find her joy and hope in her God. Mary understood the angels who were beings of praise, and she knew there were also angels who had chosen differ-ently. She knew the history of her people, the faithful and the unfaith-ful. Her whole being grew in anticipation for Yahweh to come again. Mary’s receptivity to the Word of God was the essence of her virginity. She became the virgin Mother of.God because she allowed the power of God to overshadow her. This is also our model for virginity: To understand the yes Mary said at the Annunciation, we have to see her clearly as virgin. Before we can 370 / Review for Religious, May-June 1991 say yes, we have to see ourselves just as clearly as virgins. Virginity is a reality today that is poorly understood at best. Virginity, in its narrow-est sense, can be applied to a person, male or female, who has not had sexual intercourse. The virginity of Mary calls us to far more than that. In her virginity, Mary gives us the model for our own. Virginity is receptivity and openness to God’s working with us and through us. It is total surrender to the loved one, the abandonment of all defenses and re-serves in the presence of the beloved. It is the willingness to take on a destiny utterly contrary to the culture of the day. It is the commitment to accept the seed of God in order to give the life of Christ to the world. Once we accept the seed we are committed to nourish it. The child will grow and be born of us and we will be responsible for him from that mo-ment on. This is the grace of virginity we received with our baptism, the grace to open ourselves to Christ, the grace that we can choose to coop-erate with whether we are male or female, married or single, religious or lay. This is the grace of virginity that calls us to a passionate chas-tity. This is the grace of virginity that Mary embraced. Mary has also shown us the call to motherhood, the call to bring Christ into the world. To the beauty of virginity God offered mother-hood, an inconceivable reality that Mary freely assented to. With that sin-gle yes, the Savior and Redeemer of the world was conceived. As no one else ever could, Mary in the ecstasy of her surrendered virginity em-bodied the Word of God. "The one whom the universe cannot contain is contained within your womb." She gave flesh to the good news, she brought forth the Prince of Peace. We owe Mary love, because it is through her tha City of Saint Louis (Mo.), http://www.geonames.org/4407084 http://cdm17321.contentdm.oclc.org/cdm/ref/collection/rfr/id/314

Review for Religious - Issue 50.3 (May/June 1991)

Similar Items