Review for Religious - Issue 53.3 (May/June 1994)
Issue 53.3 of the Review for Religious, May/June 1994.
Saved in:
| Main Author: | |
|---|---|
| Format: | Online |
| Language: | eng |
| Created: |
Saint Louis University Libraries Digitization Center
1994
|
| Online Access: | http://cdm17321.contentdm.oclc.org/cdm/ref/collection/rfr/id/336 |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| id |
sluoai_rfr-336 |
|---|---|
| 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 53.3 (May/June 1994) |
| author_facet |
Missouri Province of the Society of Jesus |
| author_sort |
Missouri Province of the Society of Jesus |
| title |
Review for Religious - Issue 53.3 (May/June 1994) |
| title_short |
Review for Religious - Issue 53.3 (May/June 1994) |
| title_full |
Review for Religious - Issue 53.3 (May/June 1994) |
| title_fullStr |
Review for Religious - Issue 53.3 (May/June 1994) |
| title_full_unstemmed |
Review for Religious - Issue 53.3 (May/June 1994) |
| title_sort |
review for religious - issue 53.3 (may/june 1994) |
| description |
Issue 53.3 of the Review for Religious, May/June 1994. |
| publisher |
Saint Louis University Libraries Digitization Center |
| publishDate |
1994 |
| url |
http://cdm17321.contentdm.oclc.org/cdm/ref/collection/rfr/id/336 |
| _version_ |
1800941119795625984 |
| spelling |
sluoai_rfr-336 Review for Religious - Issue 53.3 (May/June 1994) Missouri Province of the Society of Jesus Jesuits -- Periodicals; Monasticism and religious orders -- Periodicals. Arbuckle Issue 53.3 of the Review for Religious, May/June 1994. 1994-05 2012-05 PDF RfR.53.3.1994.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 ChriStian Heritages and Contempora~ Living MAY-J~ !994 ¯ VOIdUME 531 ¯ NUMBER3 Review for Religious (ISSN 0034-639X) is published bi-monthly at Saint Louis University. by the Jesuits of the Missouri Province. Editorial Office: 3601 Lindell Boulevard ¯ St. Louis, Missouri 63108-3393. Telephone: 314-535-3048 ¯ Fax: 314-535-0601 Manuscripts, books for review, and correspondence with the editor: Review for Religious ¯ 3601 Lindell Boulevard ° St. Louis, MO 63108-3393. Correspondence about the Canonical Counsel department: Elizabeth McDonough OP ¯ P.O. Box 29260 ° Washington, DC 20017. POSTMASTER Send address changes to Review for Religious ¯ P.O. Box 6070 ° Duluth, MN 55806. Second-class postage paid at St. Louis, Missouri, and additional mailing offices. See inside back cover for information on subscription rates. ©1994 Review for Religious Permission is herewith granted to copy any material (articles, poems, reviews) contained in this issue of Review for Religious for personal or internal use, or for the personal or internal use of specific libraw clients within the limits outlined in Sections 107 and/or 108 of the United States Copyright Law. All copies made under this permission must bear notice of the source, date, and copyright owner on the first page. This permission is NOT extended to copying for commercial distribu-tion, advertising, institutional promotion, or for the creation of new collective works or anthologies. Such permission will only be considered on written application to the Editor, Review for Religious. review for religious Editor Associate Editors Canonical Counsel Editor Assistant Editors Advisory Board David L. Fleming SJ Philip C. Fischer SJ Regina Siegfried ASC Elizabeth McDonough OP Jean Read Mary Ann Foppe Joann Wolski Conn PhD Mary Margaret Johanning SSND Iris Ann Ledden SSND Edmundo Rodriguez SJ Sefin Sammon FMS Suzanne Zuercher OSB Christian Heritages and Contemporary Living MAY-JUNE 1994 " VOLUME53 ¯ NUMBER3 contents 326 feature Leadership a New Way: Women, Power, and Authority Janet K. Ruffing RSM explores the Christian concepts of power and the developmental stages which lead to sharing power and to healing the wounds of authority we all bear. 34O 352 life in flux Transition’s Holy or Unholy Dark Jane Ferdon OP and George Murphy SJ draw from their experience of spiritual direction to shed light upon some of the darkness experienced by women and men religious. Merging Provinces Gerald A. Arbuckle SM brings insights from cultural anthropology to the process of merging congregational provinces. 364 One Voice from the Middle Place Judith Ann Eby RSM speaks out as part of a new generation which interprets religious life differently from those whose background includes the lived experience of Tridentine Catholicism. 375 life in service Religious, the Laity, and the Future of Catholic Institutions Catherine Harmer MMS suggests that for the good of Catholic institutions it is time for religious to let go of some things and for lay people to take them on so that both groups can act at their best. 386 Being and Acting Holy for Ministry’s Sake Clyde A. Bonar proposes some practical ways of being about our one ministry: to be holy. 397 Missionary by Nature William F. Hogan CSC focuses attention upon the essential missionary aspect of every Christian and religious vocation. 322 Review for Rellg~ous life of witness 402 How to Read the Lives of Saints of Old 415 Frederick G. McLeod SJ gives some helps for our understanding and appreciating the richness of meaning found in the lives of saints of old. Prayer Francis J. Ring SJ offers his personal history of praying as a support for all pilgrims in their prayer life. reflective life 420 Even at the Grave We Make Our Song Margaret Bullitt-Jonas explores how three symbols--the crucifixion, the resurrection, and the ascension of Jesus Christ-- came to life as she prayed over her infant daughter’s death. 436 A Letter to Dead Parents about Today’s Life Eileen O’Hea CSJ writes about her present-day experience of religious life. 440 452 46O religious life in perspective Journeying to God Together Susan Beaudry PM and Edwin L. Keel SM suggest that what religious have to offer the people of God is the experience of the spiritual journey, with its wisdom and skills. Charism as Sonnet: Developmental Considerations S. Suzanne Mayer IHM offers various perspectives on living the charisms of religious life for the dynamic of personal growth. Hispanic Faith and Culture--and U.S.A. Religious Gloria In~s Loya PBVM explains the pillars, of ministry, community, and spirituality ..which support religious life in a Mexican-American setting. departments 324 Prisms 467 Canonical Counsel: Directives for the Relationship between Bishops and Religious: Mutuae Relationes 473 Book Reviews May-.lWune 1994 323 prisms E those of us living in the midwestern part of the United States, the spring and early summer seasons bless us with a burst of flowering trees and shrubs and a continuing array of nature’s living vari-ety. Obviously all these signs of life are not created out of nothing each year. In fact, the changing seasons remind us of how much life remains hidden from our daily human perspective. Seeds look to be so dry and lifeless. Even in planting them in lawn or garden, we can only wonder about and wait for the activities of life still hidden from our sight. Oceans appear to our eyes as only a huge volume of water, but oceans teem with life--mostly hidden beneath the sur-face- which marine biologists endlessly discover and observe and marvel at. If we buy into the impressions promoted by contem-porary advertising, we find ourselves acting as if what we see is what life is all about. Life as sold by secular culture seems to bankrupt itself in surface impressions. Just how limited such a vision of life is quicHy becomes apparent when we deal with moral and religious issues of human living. Abortion only becomes an option if people keep human life out of sight. Arguments for abortion deal with choices and rights, with nary a thought about the hid-denness of human life. "Ethnic cleansing," whether it be in E~rope, Africa, Asia, or America, is a cosmetic phrase to disguise the deadly idea that some peoples are more deserving of life than others. Put into practice, this deadly idea joins the age-old slave trading, the Nazi concentra-tion camps, and futuristic scientific cloning as another 324 Reviezv for Religious sadly and horrendously narrow human mishandling of human life. For all the words about environment and ecology and quality of human life, we seem unable to reverence the mystery of life-- visible life and hidden life--with which our world abounds. For the young Christian community at Colossae, St. Paul used the pregnant phrase that "our life is hidden now with Christ in God." Perhaps we need to reflect more on the hiddenness of our faith life and thereby come to an appreciation and reverence for the hiddenness of life in general. The fledgling Christian com-munity at Colossae realized that in everyday life they looked pretty much the same as everyone else. They ate, they drank, they sometimes went hungry, they married and had families, they got sick, they died; they had joys and sorrows. They gathered, of course, for Eucharist, and their concern and care for one another and anyone in need did give them some mark of distinctiveness. But overall they lived with a new reverence for life--from the very young to the very old. Why? Because the risen Christ in whom they all were baptized had brought them into a new rela-tionship to God and to one another--a relationship subtle as the Spirit but as real as the risen Christ himself. As Saul (now Paul the writer) experienced and many other persecutors have learned since his day, a voice insists that it is Jesus whom they persecute. We Christians hear Jesus insisting, "If you do it to the least of these, my brothers and sisters, you are doing it to me." We touch here the source of the hidden life we all live in Christ. But Jesus does more than affect the hiddenness of human relationships--whatever tribe or nationality, religious affiliation or secular lifestyle. Because Jesus has taken on the darkness and hid-denness of suffering and death and by his rising joined it into a new fullness of life, the physical world in which we live is not the same as it was. Suffering and death are not just problems to be solved and if possible eliminated; suffering and death, now seen in a wholly new relationship to life in the risen Christ, must also be met with reverence. In the midst of all our necessary human efforts to relieve the suffering in our world, we believers stand with reverence before suffering, lfor we know. with the sureness of faith that because of Christ life lies hidden even in suffering, sometimes especially in suffering. Therein, deep down, like life in winter, lives Christian joy and the root of Christian reverence for life. David L. Fleming SJ May-ffvtne 1994 325 feature JANET K. RUFFING Leadership a New Way: Women, Power, and Authority The FORUS study in its general conclusions identified authority as "perhaps the most pressing question for reli-gious to resolve."’ Underneath the question of authority, I find at least two foundational themes which need to be explored--the meaning of leadership in religious congre-gations in light of differing interpretations of power and authority and the specifically religious qualities of lead-ership. As I study the current research on religious life, I continue to uncover the deep ground of grace out of which religious life grows and flourishes. I remain convinced that we cannot hope to understand the reality of contem-porary religious life without probing this depth level of religious experience. The present theological, interdisci-plinary, experiential reflections address such questions as: Leadership for what? VChat obstacles impede our ability to collaborate? Part II addresses questions about religious leadership: How do leaders support the ongoing conver-sion implied as we discover new dimensions of the Christ mystery in our lives and ministries? What ultimately sus-tains us in our calling? "Authority in many U.S. institutions, including reli-gious life, has.undergone deconstruction. Variable under- Janet Ruffing RSM is associate professor in spirituality and spir-itual direction in the Graduate School of Religion and Religious Education at Fordham University. Her address is GSRRE, Fordham University; 441 E. Fordham Road; Bronx, New York 10458-5169. The second part of her article, "If Christ Is Growing in U~," will appear in our July-August 1994 issue. 326 Review for Religious standings of consensus, subsidiarity, discernment, and leadership have diffused understandings of authority.... The abuse of author-ity in the past makes individuals reluctant to endorse authority in any way.’’2 It is clear from the FORUS study that these differ-ing views of authority and the corresponding understandings of obedience exist within single institutes as well as across insti-tutes. As a result, leadership is sometimes severely impaired in its ability to lead; while in other instances leadership is experi-enced as empowering and free-ing for mission. Authority functions and is understood differently when charism is taken seriously and when governance takes adult discipleship into account. Women religious particularly have been redefining the mean-ing of obedience and authority in ways particularly suited to their awareness of their needs and desires as women. The FORUS study reports that vision groups "view authority as power that is shared among commu-nities of equals,’’3 These changes in understandings of authority are related to how such a vision of power and authority and the impli-cations for redefining a vow of obedience appear, to many women to be more compatible with gospel values than does the post- Tridentine version of authority. Women religious as a group, espe-cially at the level of leadership, are pressing for a more enabling exercise of power among themselves. Although religious desire to maintain an ecclesial identity, the FORUS study reports a "lowered respect for the magisterial authority of the church and the U.S. hierarchy in general.’’4 According to this study, women are acutely aware of their exclu-sion from leadership by the clerical church. Women religious are looking at church in new ways; they have embraced a clear com-mitment to changing this church. Clerical resistance to this change will further diminish the capacity of women’s communities to Apostolic religious women will not fully stabilize nor be able to attract and retain new vocations until ecclesial conflicts about the church’s mission and the contribution of religious within it are resolved. NIay-j~ne 1994 327 Ruffing * Leadership a New Way attract the very women who are looking for a public context in society and church that is meaningful for their dedication and service. In my opinion, apostolic religious women will not fully sta-bilize nor be able to attract and retain new vocations until eccle-sial conflicts about the church’s mission and the contribution of religious within it are resolved. This includes not only resolving the role of women in the church but also arriving at an operative consensus of the role of the church in the modern world. Religious are in a real sense church people whose mission and identity lie at the heart of the ~hurch’s own. The Brooldand Commission Study reported that 94 percent of their respondents named the self-understanding of the church developed in the wake of Vatican II to be a source in forming their ideas about what is essential to religious life.s To the extent that the larger church is ambiEalent about the directions set by the council, religious life will con-tinue to be at risk. In the context of these recent studies which indicate both sig-nificant change and continuing confusion, I will describe the psy-choanalytic roots of our attitudes toward authority, explore several concepts of power disclosed in the New Testament, and reflect on women and power. I will end with the Whiteheads’ descriptions of both the developmental stages which lead to sharing power in Christian communities and the necessary task of healing the wounds of authority which we all bear. Formative Experiences with Authority One’s basic stance toward authority, those whom I perceive to be "in charge" or more powerful than I, is usually determined by my early experiences with my mother and father and then with institutional authorities such as teachers and other authority fig-ures. This experience forms how I relate to God as an ultimate authority, how I relate to situations of injustice, how I relate to my own authority, and. how I relate to ambiguous authority. (Ambiguous authority refers to that exercise of authority which is usually benign but which is occasionally overbearing or oppres-sive.) If my experience has been one in which authority was exer-cised with genuine love and for my good, I will tend to respect and trust authority. I will creatively participate with authority, and I 328 Review for Religious will feel comfortable being critical of this authority. These responses are based on a sense that persons in authority have benign motives and are both fallible and rational. In other words, were I to present information missing from a decision, that new information would be taken into account and I would not be pun-ished for making a suggestion. Authority exercised with love is neither physically nor verbally abusive, but consistently treats me with respect. On the other hand, if my experience has been one in which authority was not so exercised, fear will be my dominant emo-tional response. I will either conform to the wishes of authority to avoid notice or abuse or I will rebel against it. Neither rebel-lion nor conformity are particularly healthy responses because both are rooted in a feeling of alienation and powerlessness. Authority functions against me and I feel powerless to do much about it. If I rebel, I choose noncooperation. I do not help to change the situation; instead, I may create a separate peace by withdrawing or opposing. If I conform, I do so because I feel powerless. I do not tell the truth but tell them only what they want to hear to avoid conflict. Since I perceive authority to be unloving and irrational, rational discourse cannot achieve any-thing fruitful, so I do not even try. Of course, no one is a pure type, and all usually have had some experience of both forms of authority. But most of the time I inhabit one attitude more than the other. I either offer myself to the process of authority-mak-ing or I withdraw in fear from participation. If my early experience is primarily loving and rational, I will experience God’s authority to be for my good; I will recognize and" act against situations of injustice; I will experience my own inner authority and act out of it in nondefensive ways; and I will be able to be critical. I can tell the truth in the face of ambiguous experiences of authority. I can afford to see that a given person in authority has room to grow in the way he or she exercises that authority. New Testament Concepts of Power The New Testament presents two concepts of power. It addresses the way authority exercises power through the behav-ior and teaching of Jesus, and it begins to redefine power as the activity of God in our midst. "Power in the kingdom of God will May-June 1994 329 Ruffing ¯ Leadership a New Way be totally different from power as it is exercised in the kingdom of Satan (the world). The power of Satan is the power of domi-nation and oppression, the power of God is the power of service and freedom." 6 All the kingdoms and nations of this present world are governed by the power of domination and force. The struc-ture of the kingdom of God will be determined by the power of spontaneous loving service which people render to one another. In Mark, Jesus puts it this way: "You know that among the pagans their so-called rulers lord it over them, and their great men make their authority felt. This is not to happen among you. No; any-one who wants to become great among you must be your servant (diakonos), and anyone who wants to be first among you must be a slave (doulos) to all. For the son of man himself did not come to serve but to give his life as a ransom for many" (Mk 10:42-45, Mk 9:35). This teaching occurs in all three synoptics and is par-alleled by the footwashing pericope in John’s gospel. "You call me teacher and lord, rightly so--if I your teacher and Lord have washed your feet--so also ought you to wash one another" (Jn 13:14). This is an example of the way power is to be exercised among the disciples--placing ourselves at the service of one another’s freedom, calling forth from one another by our exam-ple "kingdom qualities," and releasing the power of the commu-nity in mission. Jesus is very clear about the difference between domination and service. As Albert Nolan says, "The power of this new soci-ety is not a power which has to be served, a power before which a person must bow down and cringe. It is the power which has an enormous influence in the lives of people by being of service to them." 7 Also relevant to this discussion is Jesus’ attitude to the law, the power which enabled religious rulers to dominate and oppress. Jesus consistently attacked this abuse of the law. He rejected any interpretation which was used against people. The law was meant to serve genuine human needs and interests. Unfortunately, many fear the responsibility of freedom. We seek the security of a law which gives us prestige and allows us to dominate, or we let others make decisions for us, hiding behind rules, relying on the letter rather than on the spirit of the law. In so doing we enslave ourselves by our fear of freedom, and we deny freedom to others as well. Jesus does not abolish the law, but relativizes it so that we will take responsibility for the sys-tems we create and use them to serve the needs of humanity. The 330 Review for Religious exercise of power and authority in God’s kingdom is to be func-tional. It should embody the arrangements that are necessary if we are to serve one another willingly and effectively. Every type of domination and servitude is to be abolished, including religious forms of these abuses. The New Testament also speaks about another kind of power--the power that comes from on high over Mary, the Holy Spirit, who also comes upon the community gathered in Jesus’ name after the resurrec-tion. Jesus’ ministry is characterized by a release of God’s power as he expels demons and heals those who believe. The woman with the issue of blood touches Jesus, and power goes out from him. In Luke, all try to touch Jesus in order to be healed because power emanates from him. When Jesus sends out the disciples to preach, he confers power on them, not to rule but to heal and to cast out demons. Jesus releases in our midst freedom from all that binds us. He heals and forgives sin and invites us to share in this power for good which is the Spirit’s action in us. We, as apostolic women, are empowered by that same Spirit. We are called to develop ways of making decisions, organizing our lives, and harmonizing our gifts so that this holy power for mission is released in each of us and in the group as a whole. The disciples had trouble understanding this; they kept mixing up these two kinds of power, wanting to rule and lord it over others rather than releasing the God life to its own ends. Jesus is very clear about the difference between domination and service. Women and Power As women we can often remain confused about these texts and themes. We have been trained in our tradition to be power-less-- to be the servants. Kathleen Fischer puts it this way: "Rhetoric about servanthood has often been used against women, trapping us in subservient roles. As suffering servant Jesus exer-cises power in the service of rglationships,.affirming the dignity and worth of each individual. He empowered others, unlocking their deepest desires and enabling them to use their best gifts."s Women’s role in the church has been designated as the subordi-nate one (servants) while others have assumed the positions of May-June 1994 331 Ruffing * Leadership a New Way If we do exercise power unconsciously, we will probably do to others exactly what has been done to us. authority, taking charge, lording it over, and engaging in ritual footwashings while not holding power lightly. As a result, women find themselves oppressed by religious authority and in a posi-tion of permanent subordination. Since power has been a bad word among Christian women, we perceive it as a negative and dangerous reality. Because it is something none of us is to have or exercise, we are therefore often mysti-fied by the use of power in the church and in religious congregations. We do not want anything to do with power, and we may be afraid to exercise it. If we want power, we must be bad. Exercising power in our own interest can leave us feeling selfish, self-destruc-five, or threatened in our relationships. This ambivalence about power and our social conditioning in patriarchal sys-tems create a situation in which we often exercise our power indirectly or unconsciously. Or we may become con-fused and anxious when conflict or struggle comes out into the open. If we do exercise power unconsciously, we will probably do to others exactly what has been done to us. So as not to oppress anyone else as we have been oppressed, we need to understand power differently. We need to see power as a strength and understand how to participate in the healthy use of power. Jean Baker Miller redefines power simply as the "capacity to implement.’’9 Expressing power does not need to be coercive or oppressive. Women, however, do not exercise power any better than men unless we become conscious and critical of how and when we express power. The Whiteheads on Power In the American church many men and women, clergy and laity, struggle to reflect critically on their experience of power in ecclesial contexts and to change how that power is expressed. Recent writings by Evelyn and James Whitehead have supported this struggle by exploring gospel understandings of power in the 332 Review for Religious light of the contemporary social sciences. In their work with hun-dreds of teams and in workshops across the country, they found that the single greatest obstacle to collaboration is a mystifica-tion about power along with the inability of many people in authority to share power. The Whiteheads define power and authority this way:l° Authority is the right to command or exercise power in relationship to the goals and values of the group. It is vested in persons (elected leaders) or in offices (specific roles/func-tions). Who or how the "vesting" occurs may be formal (appointment, election, consensus) or informal. But the social group recognizes the function of authority and the process of transferring it from one person to another. Power is the achievement or control of effects. Often it is the ability to produce a change. It may or may not coincide with authority. The Whiteheads continue: It is always present in interpersonal relationships. It is every way of exercising influence over another. One person is always subject to the power of another and no one is com-pletely without power. Power refers to the interactions among us. Finally, they say "power is best. perceived as those interac-tions that both create and threaten human community." According to the FORUS study, it is this definition of power as a resource to be shared that emerges as the dominant view of power among visionary people in religious life. The question remains: How operative is this understanding of power in religious life? In The Promise of Partnership, the Whiteheads consider that one of the primary tasks of religious leadership is to foster the transformation of our experience of power. If religious leaders genuinely exercise power in a manner consonant with the New Testament’s understanding, they will use their power to welcome the power of others. They will use their role as leaders to enable those they lead to experience their shared strength in the group. As we mature in personal strength, we experience different modes of power. Early experiences and cultural influences can delay or impede our being comfortable with more mature expres-sions of power. Relying 0n David McClelland’s work, the Whiteheads describe four basic orientations toward personal power--receiving power, achieving autonomy, expressing power, and sharing power. ~ May-j~une 1994 333 Ruling * Leadership a New Way Faces of Power Childhood is our basic experience of feeling strong because we are cared for and supported in our growing by our parents. When we are nurtured well, we learn to feel safe in the presence of oth-ers’ power. We are empowered by this protection. Feeling empow-ered by others in this way continues into adulthood when we are strengthened by friendship, teamwork, or collaboration. I can feel comfortable receiving care and competence from others, and ][ do not have to rely entirely or only on myself. If I grew up in an unsafe environment, I learned not to trust or I remember depen-dence as demeaning and shameful. Adult experiences can also dis-appoint us and cause us to withdraw, but they are often overcome when we fall in love again or open ourselves again to a new rela-tionship. Autonomy is the strength we have on our own. In achieving autonomy we celebrate our self-reliance and self-sufficiency. Acting on nay own behalf expands my sense of power. Having developed some skills and competencies, I become an agent in my own life. Collaboration depends on my having some basic confidence in my own resources. If I lack autonomy, I will under-mine any partnership through my dependency. However, if I do not learn how to move beyond self-sufficiency, collaboration and openness to outside influence will feel like weakness, for it will imply that my own resources are deficient. Women often have difficulty in achieving autonomy unless the culture in which they function values their self-sufficiency and personal agency. Some religious communities have impeded this development in their members while others have fostered it but have not yet been able to direct this self-reliant energy back into communal projects. Expressing power turns us outward, as we begin to influence others and have an impact on our world. At this stage we feel strong when we influence the world beyond ourselves. A new sense of power stirs when we express our ideas, make demands of others, assume responsibility, take charge, and when others respond favorably. McClelland found that this orientation was prominent among management, supervisors, lawyers, and people in the helping professions. Success in all these fields depends on being able to influence the attitudes and behaviors of others. Personal assertion and social influence are the two particular resources of this power. However, these resources can be dis-played differently. Some express power exclusively in a combative 334 Review for Religious stance of competition with a need to dominate. A leader who feels strong only in this way easily becomes authoritarian. This kind of leader may function effectively in a military unit, but not as well in a helping role or in organizational leadership. !n these roles it is more appropriate to feel power-ful when motivating others, offering assistance, coordinating resources, and helping a group move toward its goals. The shadow side of this abil-ity to influence is dominance and control. Maturity lures us toward still another face of power--feeling strong in sharing power. People at this stage feel themselves to be per-sonally strong and also involved with something larger than themselves. Something beyond self-interest--the will of God, or commitment to a vision--prompts their action. They feel both powerful and empowered, strong both in autonomy and in col-laboration. These people welcome interdependence, the ability to enjoy mutual influence and mutual empowerment. When we work together the power we share increases and enhances my strength. The outcome that emerges from this interplay of interdepen-dence is less mine, yet I feel stronger because something better has resulted. Genuine interdependence is possible only if a significant num-ber of the members of religious communities mature to this fourth level of power. The hierarchical church, in its current exercise of power, shares power minimally. One group is authorized to express power and another group, namely the laity, receives it. If actual partnership is to flourish in the ecclesial community, we need an abundance of religious leaders who value sharing power and who are not threatened by widening the sources of influence. Much of the governance journey in religious life for women has been toward this mode of sharing power. The old way of lead-ership is not capable of fostering the full religious’maturity of its members. A single charismatic leader can function in level three If actual partnership is to flourish in the ecclesial community, we need an abundance of religious leaders who value sharing power and who are not threatened by widening the sources of influence. May-June 1994 335 Ruffing ¯ Leadership a New Way of this schema, but that requires the entire group to submit to that individual charism. I believe the gifts of grace and discern-ment are distributed both more broadly and more abundantly than that. If we truly believe that our charisms live in all of us, that God’s spirit releases an outpouring of energy and power, then sharing power is the only style of religious leadership that has the flexibility and openness to engage in the discernment of these movements. Healing the Wounds of Authority The FORUS study critiques dysfunctional religious leader-ship in many religious communities. I understand that much of this dysfunction is a manifestation of incomplete adult ddvelop-ment. For authentic interdependence and collaboration to be pos-sible, those in leadership must be committed to continuing their own development and to fostering the development of their mem-bers. Healing the wounds of authority is often an integral part of the process.12 The Whiteheads describe a continuum of growth in our per-spective about authority. It moves from the perception that power and authority are completely external to ourselves to the percep-tion that we confer authority in partnership with others for com-mon goals. Women in religious life stand all along the continuum. The way authority used to be exercised was coercive. A large part of our individual and corporate journey through renewal has involved deconstructing coercive authority and either avoiding the question of authority altogether (hence not a few resistant women in our midst) or constructing an entirely new way of exer-cising it. Briefly, the Whiteheads portray the function of authority as expanding life, making power more abundant, and calling others to collaborative partnership. However, many of us find ourselves unable to respond to this adult invitation to share power. We per-sist in viewing authority as external to ourselves, with those in authority holding on to power as a permanent and privileged pos-session to be used as they see fit. This kind of authority makes us feel like either children or victims, vulnerable and liable to be hurt when we interact with authority. We project onto our lead-ers impossible expectations, [equiring them to be all things to all people. We treat them as different from us, more knowledgeable, 336 Review for Religious more wise, more talented. Such projection masks our irresponsi-bility and delays our process of maturing. A more mature approach to authority views leaders very much as we view ourselves. We hope they are competent, but we under-stand that they have no special access to wisdom. They, too, are limited, fallible, susceptible to bias and error. No longer something leaders do to us, authority becomes relativized and results in a sense of partnership. Rather than benefi-ciaries, victims, or observers, we become participants with leaders in shaping the best decisions. How do we heal the wounds of authority? Transformation begins, according to the Whiteheads, whenever a crisis causes us to examine behavior that no longer works, whether it he avoidirig authority, fighting it, or trying to win its approval. The process moves through the successive stages of withdrawal, disbelief, self-scrutiny, and authority-making. In withdrawal I recognize that I have put authority outside myself and retreat to an inner place. My external behavior may not change much, hut basically I ignore authority and its claims on me. In the stage of disbelief, I realize that I am more than what authority thinks of me. My sense of self and self-worth no longer depends on external authority. This stage may begin as rebel-lion--" Who says this is the way things are?" I question how things are and think about how things could or should be. I recognize that how things are is often merely the way those in power have decided they should be, sometimes benefiting the leaders more than anyone else. The risk of disbelief is that it can harden into skepticism that rejects all exercise of authority. I can be preoc-cupied with exposing the faults and failings of those in authority when I do not yet see myself as an equal. The stage of self-scrutiny allows me to recognize how I have participated in maintaining coercive authority all along, whether by elevating those in authority, attacking them, or blaming them for things for which I am also responsible. I become able to ask We project onto our leaders impossible expectations, requiring them to be all things to all people. Such projection masks our irresponsibility and delays our process of maturing. May-June 1994 337 Ruling ¯ Leadership a New Way the critical question: When is the influence of external authority-- a leader, a value system, a set of laws--legitimate in my life? A cer-tain level of intellectual and emotional maturity is required in order to respond freely, neither compulsed to negate these demands nor anxious to satisfy a hidden motive. I understand that, as I have contributed to my own oppression, I can participate in my own empowerment. When I can exercise my personal power in response to author-ity both by taking initiative and obeying, I have reached the stage of authority-making. At this stage, I am able to face conflict if nec-essary in the pursuit of a common purpose. This is possible only after I have recognized my prior negative contribution through fear, apathy, or magical thinking. The Whiteheads caution that one cannot wait until this stage is completed; even conscious of wounds and the continuing process of healing, I need to be engaged as a partner in authority.13 The unhealed wounds of authority are frequently the unac-knowledged agenda when leaders and members experience tension between individualism and the common good. Authority will be interpreted and experienced differently depending on the level of healing and the vision of exercising power espoused by each religious. If leaders can encourage communities to begin to heal the wounds of authority and if the majority of the members can endure the pain of growth in this developmental process to become capable of sharing power, our communities will be very different. Both leaders and members will be partners in codis-cernment, as both respond to the ever changing call to be shaped by and to express in life and ministry their shared charism and discipleship of Jesus. According to the FORUS study, outstanding women leaders were extremely active in securing the commitment of the group to appropriate actions or decisions. They used their positional and personal power to influence outcomes, but not at the cost of diminishing the sharing of power in the group. Further they tended "to encourage participation of those they lead, share power and information with them, and enhance their self-worth and energize them." ~4This style of leadership has been pioneered largely by women in a variety of settings as well as in religious life. Clearly, one of the gifts religious women can offer the church is the healing of our wounds of authority and our growth in sharing power, thereby releasing the power of God’s spirit in our midst. 338 Review for Religious Notes ~ David Nygren and Miriam Ukeritis, "Research Executive Summary: Future of Religious Orders in the United States," Origins 22 (24 September 1992): 271. 2 Ibid. 3 Ibid, p. 268. 4 Ibid, p. 271. 5 Katarina Schuth, "The Intellectual Life as a Value for Women Religious in the United States," Appendix: Survey, Brookland Commission paper, 16-18 October 1992, 10. 6 Albert Nolan, Jesus before Christianity (Maryknoll: Orbis, 1976 and 1992), p. 84. v Ibid, p. 85. 8 Kathleen Fischer, VVomen at the Well: Feminist Perspectives on Spi~qtual Direction (Mahwah: Paulist, 1988), p. 140. 9 See Jean Baker Miller, Toward a New P~chology of FVomen (Boston: Beacon, 1976 and 1986), for a full discussion of the topic women and power. ~0 Evelyn and James. Whitehead, Emerging Laity: Retm~zing Leadership to the Community of Faith (New York: Image, 1988), p. 36. ~ The description which follows is dependent on Evelyn and James Whitehead, The Promise of Partnership: Leadership and Minist~7 in an Adult Church (San Francisco: Harper and Row, 1991), pp. 115-127. ~2 See "Healing the Wounds of Authority," in Promise, pp. 27-36, for the full description of this schema. ~3 It should be apparent that only in these latter two stages of self-scrutiny and authority-making is discernment possible. 14 David Nygren and Miriam Ukeritis, "Religious Leadership Competencies," Review for Religious 52, no. 3 (May-June 1993): 413. May-June 1994 339 JANE FERDON AND GEORGE MURPHY Transition’s Holy or Unholy Dark life flux ¯ he renewal of religious life over the past thirty years has generated a series of expected and unexpected results. One of the most puzzling is the persistence of darkness. Despite massive and heroic efforts to update and achieve renewal, many groups and individuals are continually deal-ing with a darkness that nothing seems to dispel. As men and women religious and bishops prepare for the Roman Synod on religious life, people will inevitably both review the transitional years since Vatican II and envision the future. They will gather and analyze data from many different perspectives. We would like to offer the perspective of spiritual direction and our experience of working as spiritual directors with men and women reli-gious.~ Theological, sociological, psychological, economic, political, and cultural perspectives all help in the under-standing of religious life. From spiritual direction we can see how people’s experience of God has renewed them and how their experience of darkness, the apparent or real absence of God, has purified or stultified them. People’s experiences of God in moments of light, energy, joy, and enthusiasm have received refined attention Jane Ferdon oP and George Murphy SJ are adjunct faculty at the Jesuit School of Theology at Berkeley, where they have been directing a practicum in spiritual direction. Their address is Jesuit School of Theology; 1735 LeRoy Avenue; Berkeley, California 94709-1193. 340 Review for Religious and have been deservedly relished. There are encouraging signs of new vitality in religious life: a growing freedom in people, more laughter, a refusal to be victimized, an ability to love and receive affection, a desire to know God more and share with oth-ers how God is present among us. People are taking apostolic risks and are praying regularly and contemplatively. Many are concerned with the poor and with unjust structures. People strive for integrity, some even risking their lives to protest war and nuclear arms. Others give their lives as martyrs, witnesses of God’s concern for God’s peo-ple. Some are willing boldly to confront evil both within the church and outside it. There are many reasons to hope. It is precisely in this context that we need to interpret dark-ness, both individually and col-lectively, to ponder its impact and to move toward light. The subject of darkness is not attrac-tive. By its very nature it can evoke self-criticism and blame. We intend neither. Our purpose is to portray people’s experience and to raise some serious questions for reflection and considera-tion. We are convinced that only by scrutinizing the darkness can we be more free to enjoy the new life and energy in our midst. Then, with courage, we can pass on what we have learned to the next generation of women and men religious. Admittedly, some-times we have neither the strength nor the disposition to deal with darkness. As painful as it might be, we believe that God is calling women and men religious and the church not only to look at the light but also to discern the darkness. Experiences of darkness are only beginning to be probed and ’mined.z Our thesis is that sometimes darkness is holy; God is present and waiting in the darkness. This is the dark night of There are encouraging signs of new vitality in religious life: a growing freedom in people, more laughter, a refusal to be victimized, an ability to love and receive affection, a desire to know God more and share with others how God is present among us. May-.~ne 1994 341 Ferdon and Murphy * Transition’s Holy or Unholy Dark senses or of spirit that Teresa and John of the Cross perceptively explored for their times and now needs contemporary examina-tion. 3 Another darkness, however, is unholy because God is not present in the abyss. This darkness is destructive rather than cre-ative. It is the realm of the prince of darkness, a darkness that needs to be named and avoided or robbed of its hold. In prayer as in life many women and men religious have expe-rienced both forms of darkness; but how do we discern the dif-ference? Are some of the more stubborn blocks to the renewal of religious life examples of the power of the unholy dark? Is the future of religious life to be found only in the holy dark? Some women and men religious feel trapped in a dark place, clawing interiorly to be set free, wanting to find a way out of dreary con-trolled maintenance, making work their escape and ministry a substitute for a vital relationship with God. For more than a few, religious life as it is does not satisfy; church life as it is does not satisfy. The experience is one of darkness. One woman religious who had served many years in admin-istration described her experience of darkness this way: There is no doubt that religious life is in transition. Many men and women religious feel something is missing in reli-gious life. We sometimes sense it in liturgies, at meetings, in group assemblies, in discussions. We go away hungry. Something deep within is left unsatisfied. So we try harder, photocopy more papers, quote more authors, add more meetings, review statistics, hire consultants. We multiply information, yet increasingly remain dissatisfied and weary. Deep within we sense something is missing still. We assume it is the times, the culture, the lack of leadership or the apa-thy of membership. Vocations continue to decline. The membership’s vitality is diminishing. It is a telling situa-tion. How do we read its message? A male religious who is a college psychologist described his experience: There are signs that religious life is dying or at least seri-ously sick. There are too many unhappy persons, unhappy communities, and unhappy work situations in religious life today. One needn’t look far to find depression, codepen-dence, anesthetized feelings, controlled conversations. While one sees many people who work hard, often to the point of burnout, their work has a joylessness about it. No matter how much one does, it seems never to be enough. One sees too many men and women religious who do not 342 Review for Religious have much joy in living. Some clothe their depression with false piety and pious clichds. Others become TV addicts. Some have become drug addicts. They misuse prescriptive medication or alcohol. Many practice massive denial. They think everything is fine or would be if we prayed more or were more cheerful. Few people are entering; some are still leaving or staying because it is too late in life to begin again. Those who stay in religious life are aging. Even our efforts at renewal seem short lived, using bandages and patent medicine. A devil chased out, the house left empty, new devils take up housekeeping.4 If we liken this period of transition in religious life to wan-dering in the wilderness (a "desert experience"), some dynamics become clear. It can be an exodus from what oppresses to what frees, or it can be an endless exile in the wilderness. We must dis-tinguish whether there is movement forward or paralysis. Are we simply wandering in circles? Many in religious life feel an oppres-sion of spirit. What used to work no longer fits the present real-ity. It is a time of letting go, yet there is a fear of losing precious valuables,s We know we cannot go back, yet we have grave diffi-culty moving forward. Perhaps our renewal has not reached the depth of genuine conversion. We may be stuck in a desert place, tired of the journey, helpless in finding direction, and discour-aged about our future. In this desert experience of transition, it becomes critical to notice the difference between honest disenchantment and crip-pling disillusionment. Many forget that disenchantment can be the beginning of a positive experience. "The point is that disen-chantment, whether it is a minor disappointment or major shock, is the signal that things are moving into transition. At such times we need to consider whether the old view or belief may not have been an enchantment cast on us in the past to keep us from see-ing deeper into ourselves and others than we were ready to. For the whole idea of disenchantment is that reality has many layers, each appropriate to a phase of intellectual and spiritual develop-ment. The disenchantment experience is the signal that the time has come to look below the surface of what has been thought to be so.’’6 Are we unknowingly prolonging our transition because we fear being disloyal to the past by recognizing some of its limits? Would we rather prolong the exile than move to a deeper level of honesty or confront the darkness? "The disenchanted person recognizes the old view as suffi- May-June 1994 343 Ferdon and Murphy * Transition’s Holy or Unholy Dark cient in its time, but insufficient now.’’7 The disillusioned person simply rejects the earlier view. While the disenchanted person moves on, the disillusioned person stops and goes through the same play or pattern again. Many in religious life remain disillu-sioned rather than disenchanted. There is no real movement from ending to beginnings. So patterns are repeated. One changes one’s ministry, school, or parish and never goe~ through the interior process of ending to begin. There are no good-byes. There is no letting go. A priest takes the "geographical cure" and moves to another university or parish only to be hounded by the same issues and behavior, but with a different cast of characters. A sister switches ministry. She leaves grade school teaching, tries pastoral care, goes away for a renewal program, begins a theology degree, and lands in a parish facing the same internal dynamics only in a different set of circumstances. Disillusionment grows. A sense of failure increases. There are many reasons to be afraid. Our fears can be para-lyzing. The crucial discernment is whether God is inviting us into the dark. If so, what are the indications of God’s invitation? The danger is that we just presume either that darkness is a reality or that God is welcoming us into the darkness when neither is true. When God asks us to look at the dark, God will be present with us. God’s presence may not make the dark less dark, but God’s presence assures us that we are not alone. In the unholy dark, God is not present. We often get preoccupied with negative voices. An accusatory voice convinces us that we must save our-selves, and we know that is hopeless. Evil asserts its fascination. We step into the darkness alone and meet chaos. Frequently this same dynamic asserts itself in prayer. For instance, one fears the God who will ask too much, the God who demands great suffering from those who are faithful. Thus, the focus of one’s reflections becomes the possible forms of suffer-ing rather than dialogue with God. The accompanying affect is naturally negative: fear, anxiety, worry, stress. Often there is guilt and a loss of self-esteem: "Why is it I cannot do what God wants?" Notice what is really happening: the person is preoccupied with the anticipated suffering, not with God. Has God asked for suf-fering, or is it what we assume God wants? Moreover, does one then avoid the God who asks too much by evading prayer? Instead there may be a dangerous substitute for prayer: reflection on self and what one is unable to do rather than asking God what God Review for Religious wants or telling God of one’s fears and worries. Prayer becomes unattractive, Unfortunately, so does God. In place of evoking the presence of God and feeling the security of an abiding presence, prayer becomes a reflection on one’s fears. What spirit led us to this quagmire? As fears multiply and resentments fester, even the desire for prayer fades. Sadly, this desolation can go on for years as one comes to resent the God whom we think of as asking the impossible. Perhaps the question we must ask ourselves both individually and collectively is: Have we lost some-thing of a sacred focus? What if it is a divine focus that is missing? Men and women religious frequently claim that rarely does our conversa-tion reach the level of the holy: the moments when a reverent silence fills us, the sense that God is near, not because of a timeless theological assumption, but because of a present shared experience. Is it this elo-quence of the holy that is missing? Is it this level of engagement we can-not seem to reach? The disciples and our spiritual ancestors bonded and dreamed; they boldly proclaimed God’s word because they talked among themselves of their encounters with and memories of the holy. Do we? Are we fear-ful, anxious or embarrassed? What if there is no real experience of God? What if others ridicule what is deepest within? What if one has to admit it has been a long, long time since God and I really communicated, not just through rote prayer or disciplined meditation, but by genuine, engaging talk---listening, speaking, feeling, discerning--earthy God-talk. We assume that something is God’s will. Rarely do we wres-tle long enough with God’s word to know what God really wants. Often we are unable to identify and face our own deepest desires. It is a frightening business to feel underneath the feelings, to ponder something long enough to get to the root emotion. The irony is that sometimes it is easier to acknowledge the depth of feeling than to endure the tiring mechanisms of avoidance. It is no Often we are unable to identify and face our own deepest desires. It is a frightening business to feel underneath the feelings, to ponder something long enough to get to the root emotion. May-.l~une 1994 345 Ferdon and Murphy ¯ Transition’s Holy or Unholy Dark wonder we have lost a genuine spiritual fluency. Perhaps it is a clue to why we wander in circles rather than move forward. Thus we prolong the transition. Moreover, in our frustration we can make another or others the enemy rather than going more deeply into a conscious examination of our primary relationship, our indi-vidual relationship with God. How much time, attention, thought, affect, dialogue, and development does this relationship get in my day, week, month? Is it really primary? If it is not, what is primary and why? Did something get lost? Can it be found, renewed, enlivened? Who got distracted? To borrow again from the exodus experience: Have we lost sight of the cloud by day and the pillar of fire by night (Ex 13:21- 22)? As a result, do we turn inward with murmuring, grumbling, and accusation (Ex 14:11-12)? Do we feel the disillusionment and strain? As many older men and women religious explain, "This is not the community I entered." We want to tui’n back, not in con-version but out of reluctance. Perhaps we cannot see what is ahead because our backward look prevents us. A woman therapist who sees many men and women religious observed: "Many religious are desperate: body work, crystals, cen-tering prayer, dance, Eastern philosophy, psychotherapy, twelve-step programs, dream work, even hypnosis and psychics have been tried as means to greater peace. The tragedy is that often the means becomes the primary focus. The divine gets lost in the search; searching becomes an end." We become the doers, for-getting that another is there with us, the one to wtiom we are committed by vows. Then we begin consciously or unconsciously to accomplish our own redemption. The Redeemer is forgotten, not deliberately, not consciously, not entirely, but somehow God becomes a distant figure or shadowy image, definitely out of focus, perhaps a memory. Yet, without this presence and this power, there can be no real vision. No wonder we sense something is missing. Someone might be missing, One without whom we can-not move forward. Individual experiences become the dynamic of the group. Often at community or congregational meetings and assemblies there is a clearly defined role for facilitators so that the group process is efficient and the stated objectives are met. Seldom is the same authority given to the spiritual dynamics operative in any group process where men and women religious gather. At times, the belief that God is everywhere becomes an unconscious cover- 346 Review for Religious up for a lack of the divine perspective or an abdication of spiritual responsibility. It can be a form of resistance too. Is there more fear or more freedom in the group? Are there indications of a holy or unholy spirit? Are these named and identified? Which gets more developed. Why have the spiritual dynamics operative in any religious group not been given equal emphasis? One does not wish to propose false piety: the "God will provide" rationale for avoidance. However, we must be wary of an administrative, eco-nomic, or psychological reduc-tionism. Who watches, identifies, articulates the movements or countermovements of the spirit in general chapters? Is it a con-cern? How much time, discus-sion, reflection, or debate is this crucial factor given? Do we assume that all we do is blessed and good, making discernment unnecessary? Are our governing bodies more task- or discern-ment- oriented? If the former, is this one reason we seem so often to repeat patterns? Do we scrutinize the spiritual implications as carefully as we do the financial ones? Do we endure less freedom by letting outside influences rather than spiritual profundities dictate most of our decisions? Do we leave room for the spirit to speak, or do we simply presume or even pretend that we are all speaking in the same tongue? Do we then consider those who disagree misfits? It is worth remembering that, whenever there is no dialogue, there is a breach of freedom. Of course, one can agree to dis-agree, provided one has been heard--but in many congregations many voices are silent. This silence speaks. Can we listen to the silence? Sometimes we are afraid. Besides, the tasks need to get done. Our social analysis must move on to the next phase. The danger is that the tasks do get done, but not always satisfactorily. The initial peace or relief that the job was accomplished does not bear fruit. Too frequently the very same issues come back to haunt us. That experience demands a refined discernment of spirits, not At times, the belief that God is everywhere becomes an unconscious cover-up for a lack of the divine perspective or an abdication of spiritual responsibility. May-June 1994 347 Ferdon and Murphy ¯ Transition’s Holy or Unholy Dark just reworded policies. If we were collectively to allow the deeper issues to emerge from a time of discernment, we might face very different topics in our chapters and assemblies and our spiritual governance. Do we tend to look at what we can control? Often the Spirit will introduce us to what is beyond our control. This can be cause for delight or cause for fear, which can of itself be a grace-filled revelation. In this desert experience of transition, we must check where have we built our altars: what are we worshiping? On the exodus journey there were two collections in the desert. In one God asks the people for gold to build a sanctuary that God might dwell in their midst (Ex 25:1-9). The other occurred because of a long delay. The Israelites became impa-tient with Moses, and so they contributed their valuables towards the making of a golden calf. Where are our valuables going? To discern a group’s focus and leadership is not a luxury; it is a mat-ter of life and death. To choose life is to have God dwelling among us. This choice comes out of freedom. To choose death is to cre-ate our own god, to guarantee our own future. This choice comes out of impatience and disillusionment. The first heralds a sacred beginning; the second repeats a sinful ending not much different from the pyramid building that was supposedly abandoned, an apt example of disillusionment’s repetition of patterns. God bids "a collection from the heart" (Ex 25:1). Where are our hearts calling us? Can we let go of old ways to begin anew? It is imperative to explore the darkness. If it is holy, then there is a presence in the darkness. We are in a safe place, and there is a reason we have been beckoned there. Perhaps a vision will emerge. If it is unholy dark, then we must flee the desola-tion. The dark mood that many men and women religious expe-rience can be a developing spirituality. It is time to go deeper; even if we must first address fear or reluctance. Nonetheless, there is an attraction or longing. Reluctance can be a form of darkness. Depression can sometimes be a side effect. Whether the darkness is a form of the dark night or a stubborn paralysis of spirit needs thoughtful attention as well as careful delineation. To explore the darkness is not an optional task; it is a spiritual mandate. However much good therapy has done for many men and women religious, it can still become a substitute for intimacy, for community, and even for God. It is a contemporary irony that authority is sometimes given to therapists that would never be given to religious superiors or confessors. If the darkness is pri- 348 Review for Religious marily psychological, then one must use therapeutic tools. But what if the darkness is primarily spiritual and the depression a side effect? Is this issue being sufficiently addressed? There is no doubt about the spiritual side effects of depression, but what about the possibility that the current mood among many women and men religious is a form of spiritual desolation or even a form of consolation that goes unrecognized because of the awful sense of empti-ness? The helps for relieving depression might be quite different from the remedy for desolation. Certainly one wants to pursue ther-apy if the darkness in prayer results from psychological blocks or bio-chemical factors. If this darkness is spiritual desolation, however, then an active spiritual response and practical spiritual directives are called for. If the darkness is an exodus leading to something more, then it is consoling. If it amounts to going around in circles, it is frustrating, purposeless, and diminishing. Moreover, fidelity to it is a sham. Discerning the darkness is not only an individual task, but also a collective one. Depression or darkness of spirit can lead to self-absorption or self-transcendence. To know the difference affects the individual, the religious group, and the church. Therefore, one must figure out the source of the dark mood, the imp behind the affect. To mistakenly endure an unholy dark as a dark night of the senses or spirit is abusive and destructive, not purgative. Darkness’s fruits also deserve attention. Sometimes what is most obvious is overlooked. For instance, do we leave congrega-tional meetings or gatherings feeling empty, down, or frustrated? Do we feel marginalized or disengaged? Or is our experience joy-ful and revitalizing? Do we feel closer to God and so awed by the Spirit that our prayer is renewed and our ministry energized? Do most of the members feel the same? Again, do we pause and reflect about and then discuss which spirit seems to be dominating the group? If we are on holy ground, we leave one another’s com-pany enriched. Or is something lacking? Despite contact with To mistakenly endure an unholy dark as a dark night of the senses or spirit is abusive and destructive, not purgative. May-June 1994 349 Ferdon and Murphy ¯ Transition’s Holy or Unholy Dark friends, and gratitude for companionship and laughter with them, is smnething of the sacred absent? It is essential to name that absence lest we bless what is not holy. Religious life as we have known it may be ending, but what about the beginning? If we have failed to negotiate our own indi-vidual transitions, how can we begin to face the group transition? Do we feel heavily burdened? What must we let go of? In-betweenness does not have to last forever. Prolonging the pain only adds to the interior paralysis or feeling of numbness that all-too-many women and men religious experience. Endings are not without sequels, but unless interior conversion takes place no beginnings occur, only *eactions to endings, whether denial, avoid-ance, defensiveness, escape, or repression. How do we begin again? Do we want to do so? We have to acknowledge our pain and voice it to God. We must feel its hold and then move beyond its control to where we can join in a gathering to celebrate survival and new life. We should not let our moaning and grumbling get misplaced and do harm. Transition is the time to ask hard questions, not only of ourselves but also of God. Have we voiced our pain in prayer? Is God with us? What is God communicating? Is God the focus of our gatherings? Are we more lost than we realized? Are we in relationship with God and also in dialogue? What is God saying to us? Is there something we must let go of?. Transition teaches us to get along with less. It removes distractions. Until we discern the darkness, it has a coercive and discour-aging hold. Like a small cancer it can grow undetected until it is too late to cure. Then surgery will not help. What "cancer" might underlie a perhaps subtle but still debilitating lethargy? Our great-est danger is to become numbly resigned to the someday inevitable death of religious life and then stabilize our fear, misplace our anger, distract our anxiety, and live in denial. Religious life is not meant to be endured; it exists for the sake of celebration now and eternally. Unless religious are free enough to name darkness, can-didly, low-grade despair and frenetic avoidance are bound to grow. People close their eyes and shut down to survive. Involvement, activity, ministry become the substitute for contemplation, not the result of contemplation nor food for it. What is really hap-pening is rarely talked about, and thus power is given to the secret. And those who dare to bring up the subject of darkness are quickly judged to be either critical of leadership or disloyal to member- 350 Review for Religious ship and then marginalized by other people’s pattern of denial. When denial dictates, dialogue dies. The prince of darkness is empowered, and a divine focus is missed again. The issue is about neither leadership nor criticism; the issue is about neither membership nor loyalty. The issue is that the divine play of light is being overshadowed. In naming the darkness, we allow the light to play, the ligh~ that would illumine all we do, the light that would lighten our lives and allow us even in darkness to be con-fident because the gentle Presence of Mystery reveals that we are indeed on holy ground. Notes ~ We acknowledge our debt to William Barry and William Connolly, The Practice of Spiritual Direction (New York: Seabury, 1982), and to the people at the Center for Religious Developinent; they have had a major impact on our practice of spiritual direction. 2 For a succinct treatment of how darkness appears in directed retreats, see William J. Connolly sJ, "Experiences of Darkness in Directed Retreats," Review For Religious 33, no. 4 (July-August 1974): 609-615. Reprinted in Notes on the Spiritual Exercises, ed. David L. Fleming SJ, (St. Louis: Review for Religious, 1981), pp. 108-114. 3 See Constance FitzGerald’s "Impasse and Dark Night" in Living with Apocalypse, ed. Tilden Edwards (New York: Harper and Row, 1984), pp. 94ff. Sandra Schneiders IHM also develops this theme in "Contemporary Religious Life: Death or Transformation," a paper given in Hartford, Connecticut, in 1992 and presented at a faculty colloquium at the Jesuit School of Theology at Berkeley in 1993. 4 For the viewpoint of another psychologist on some unhealthy dynam-ics in religious communities, see Charles Shelton, "Reflections on the Mental Health of Jesuits," in Studies in the Spirituality of Jesuits 23, no. 4 (September 1991), and a companion article by the same author, "Toward Healthy Jesuit Community," in Studies 24, no. 4 (September 1992). s It is worth while to review Gerald A. Arbuckle’s thesis "that a major reason for the reluctance or hesitation of religious congregations, parishes, and dioceses to attempt renewal is their failure to mourn or ritually detach themselves from that which is lost or no longer apostolically relevant. Energy that should be directed toward creating the future is instead spent on efforts to restore or retain that which is lost or dying." See "Organizations Must Ritually Grieve," in Human Development 12 (spring 1991): 22. 6 William Bridges, Transitions (Reading, Mass.: AddisonWesley, 1980), p. 101. 7 Ibid. May-June 1994 351 GERALD A. ARBUCKLE Merging Provinces "May they be so perfected in unity that the world will recognize that it was you who sent me." --John 17:23 Tdre is a trend within the church today for both institutions apostolates to merge: congregations and provinces of congregations, schools and hospitals. Various pragmatic and inspi-rational reasons are given, such as using personnel and finances more effectively for mission. Yet the actual merging commonly fails to meet expectations because people do not appreciate that mergers demand far more than a rearrangement of administra-tions. The contemporary struggle to unite East and West Germany aptly illustrates the point. When institutions seek to combine, they interact as cultures, and the resulting change is not a bloodless abstraction, but a high order of human drama. This introductory article views, from a cultural anthropologi-cal perspective, the merging of congregational provinces--though the theory applies to any organization. Case studies illustrate the theory, and then I suggest some guidelines for use in practice. First we examine what management studies have learned about the mergers of business corporations. Though religious commu-nities are not businesses, they are nonetheless human organiza-tions or cultures. They can learn from the experience of other human organizations that amalgamate,t Gerald A. Arbuckle SM continues to write, lecture, and conduct work-shops on the refounding of religious life. His address is Refounding and Pastoral Development Unit; 1 Mary Street; Hunters Hill; Sydney, N.S.W. 21 I0; Australia. 352 Review for Religious Lessons from the Marketplace The literature on business amalgamations is filled with dreary warnings about the negative effects of mergers. Management con-sultant Tom Peters concludes that "most studies suggest that, in general, [business] mergers do not pan out.’’2 Rather than increased profitability, mergers have come to be associated with lowered morale, job dissatisfaction, unpro-ductive behavior, sabotage, petty theft, absenteeism, and increased labor-turnover, strike, and accident rates.3 Management consultant Stuart Slatter advises that the merger of firms "rarely brings increased effi-ciencies, unless accompanied by sound post-merger management. In fact, inefficiencies may actually increase as ... divisive splits develop within the new top-management team as each manager retains loyalties to his of change. former business.’’4 James O’Toole speaks of the contemporary stress on business amal-gamations as "merger-mania." He says that "the desire of large industrial bodies to merge is insatiable" and that the purpose and strategies for such actions are rarely thought through.5 Charles Handy warns that organizations contemplating merger are "to some extent stuck with their past.., their traditions. These things take years if not decades to change.’’6 Some authors wonder if the drive for merg-ers comes from authoritarian, patriarchal values dominant in Western society. These values, they claim, blind organizations to feminine values of creativity, of openness to other ways of coop-eration than formal mergers.7 Overall, most commentators conclude that mergers fail because leaders insufficiently consider the human or cultural dimensions of change. In addition to sensitive leadership there must be, authors claim, a cultural compatibility (or what is termed "culture fit") between organizations that seek to merge. If there is insufficient culture fit, then cultural collisions will destroy efforts to merge organizations.8 Anthropologists agree with these conclusions. But they com-plain that, when management writers (with the exception of peo-ple like Edgar Schein) use the term culture, they fail to grasp the complexity of its meaning. They think culture is what people vis- Mergers fail because leaders insufficiently consider the human or cultural dimensions May-3~ne 1994 353 Arbuckle ¯ Merging Provinces ibly do,9 and they fail to consider what they feel about what they do. People may act in the same way, yet differ radically in their cultures, simply because they do not feel the same about what they do. Feelings (expressed in symbols and myths) are at the very heart of cultures, but are far more difficult to name and control than visible actions. A good many authors--for example, Gerard Egan--see culture as but one of many variables in organizations;1° Peter Senge does not refer to it at all.11 Culture is not one facet of life nor merely what people visi-bly do; rather, it is the complete set of feelings affecting, most often unconsciously, all of a specific behavior pattern of individ-uals and groups. Examples are an organization’s interiorized system of authority, its modes of communication, its understanding of mis-sion and stratdgies?z Leaders ignore culture at their peril. People may change with relative ease what they visibly do, especially under external pressure; not so their feelings!13 Anthropology Applied Anyone concerned about mergers of institutional cultures must be awai’e of four fundamental insights of applied cultural anthropology. First, cultures have lives of their own, just as indi-vidual~ do. So we rightly say, for example, that cultures grieve or are depressed, are open or closed to creative ideas. Certainly, individuals influence the life of a culture, but the reverse is also true. Sdcond, any cultural change, even for the noblest of rea-sons, is stressful for the people involved. A culture provides peo-ple with a much needed sense of order or security; it is a defense against the anxiety that disorder or the fear of chaos evokes. When cultures interact this felt sense of security is threatened or under-mined; people feel uprooted, losE, disillusioned, angry, sad. Fears and prejudices about the culture with which they must now inter-act come to the surface. Third, people are likely to resist change for one of two rea-sons: the loss of the known and tried, or concern over the impli-cfitions of personal and group loss. Cultural interaction inevitably calls people to new ways of acting; the familiar must be left behind. Hence, any effort to merge cultures leads to varying degrees of overt or underground resistance. Reactions to cultural change in individuals can build up and then explode in ways that appear totally out of proportion to the provocation of the moment. 354 Review for Religious The resistance has merely been deferred and stockpiled; people finally reach a breaking point and express it dramatically. Fourth, the effort to merge cultures is a highly complex and risky pro-cess demanding the leadership of humanly and culturally sensitive and skilled change agents. Without such help people will so resist the change process that mergers falter or fail. The following axioms sum-marize the practical implica-tions of these four points for leaders of would-be mergers: 1. Appreciate the Complexity of Cultures I explain elsewhere in some depth the nature of culture.~4 For our purposes here, how-ever, culture is a pattern of shared values enshrined in a network of symbols, myths, and rituals and created or devel-oped by a particular group as it copes with life’s challenges, instructing its members about what it considers the correct way to feel, think, and behave25 Rituals (that is, visible behavior) are the concrete expression of symbols and myths; symbols are experienced or felt meanings. A myth, a set of narrative symbols, is a story or tradition that claims to reveal to people, in an imaginative way, a fundamental truth about the world and themselves. This truth is considered author-itative by those who accept it. In short, myths inspiringly or feel-ingly tell people who they are, what is good and bad, and how they are to organize themselves and maintain their feeling of unique identity in the world. The most powerful myth in every culture is its creation myth, since it provides people with their primary source of identity as a distinct group.~6 Vv~hen the creation myth’s existence is threat-ened-- for example, when major cOltural change is being planned or underway--people experience degrees of anxiety, anger, numb-ness, sadness. Various kinds of creation myths affect people in different times and ways. Three of the kinds can be termed the public, the operative, and the residual myths: Myths inspiringly or feelingly tell people who they are, what is good and bad, and how they are to organize themselves and maintain their feeling of unique identity in the world. May-ff-une 1994 355 Arbuckle * Merging Provinces ¯ The public myth is a set of stated ideals that people openly claim binds them together (like the values inherent in the charism of a congregation); in practice these ideals may have little if any cohesive force. ¯ The operative myth, however, is what actually at this point gives people their felt cohesive identity; the operative myth can and often does differ dramatically from the public myth. ¯ The residual myth normally has little or no daily impact on a group’s life, but at times can become a powerful operative myth. For example, a former colonial nation will commonly have a resid-ual myth reminding the people of their former dependency on, or oppression by, a dominant European power. If a member of the former country inter’acts with someone from the latter nation, he or she may experience bitter memories of past colonial relation-ships. Then the painful residual myth becomes the operative myth, creating a climate of suspicion and antagonism. The case studies below illustrate the relevance of the above theoretical clarifications, because .proposed amalgamations of provinces inevitably demand changes in existing creation myths. 2. Encourage "Multicultural" Mergers Mergers are not synonymous with takeovers, that is, the total assimilation of other cultures by dominant cultures. True merg-ers recognize the need for dialogue between equals, so that the best of all cultures is preserved in the new emerging organiza-tional culture. 17 3. Arrange for Rituals of Grieving Change causes loss, and all loss evokes a wide range of human emotions: anger, sadness, guilt. These emotions must be ritually expressed and let go of; otherwise they remain repressed and obstruct change. Since individuals and cultures grieve over loss, these rituals must be personal- and culture-oriented.18 4. Seek Culturally Transformative Leadership Leaders must have skills for guiding people through the uncertainties, anxieties, and risks of cultural change.19 Without these rare people, cultural change of a positive kind is impossible. Case Studies: Merging Provinces Case Study 1: An Overefficient General Administration A general administration decided that three provinces should be amalgamated into one province. No problems were anticipated because 356 Review for Religious the administration believed that the reasons for the amalgamation were obvious to all and that the commitment to the congregational charism was greater than to provincial boundaries. The administration explained to the assembled provincials the major reason for the decision: a better use of human and financial resources for mission. On returning to their respective provinces, however, the provincials, who had been convinced by the arguments given them, were surprised to receive immediate neg-ative reactions from their provinces. The provincial administrations then procrastinated for so long that the general administration finally withdrew its decision, blaming the provincials for their lack of courageous leadership. Comment: The general adminstration’s decision may have been theoretically correct, but the process of decision making took no account of the provinces as cultures. The decision to merge, taken without adequate consultation, evoked group and individual anx-iety and resistance because people felt that the operative myths of their provinces, giving them felt predictability, were jeopardized. The general administration wrongly assumed that the congrega-tional charism was simultaneously the public and operative myth. On the contrary, the majority of the religious felt closer bonds to their respective provinces than to the congregational charism. Case Study 2: From Euphoria to Provincial "Nationalisms" Three provincial administrations decided to explore the possibility of merging their provinces. An assembly, attended by as many members of all three provinces as possible, enthusiastically endorsed the idea in a vision statement that highlighted the common charism as the unifying force. Thereupon the provincial administrations quickly planned the formal merger. But to their surprise they later received so little cooper-ation from members of the provinces that they finally dropped the entire idea. Comment: An investigation showed that while the religious were together the public myth (that is the congregational charism-based myth) became the operative myth; they enjoyed being together socially as members of one congregation. However, they avoided the pain of looking closely at what they would have to let go of once the merger occurred; they felt the common con-gregational vision would carry them through. On return to their home provinces, the religious recognized what the merger would cost them, and the support for amalgamation rapidly declined; their respective provincial operative myths were revitalized. Quotations from the founder originally assented to in support of May-June 1994 357 Arbuckle * Merging Provinces the merger were now contradicted by other quotations from the same source. Case Study 3: Fearsof Colonialism Revived An administration of a province in the first world explored the pos-sibility of merging with a province in a third-world nation. It argued that the amalgamation would be beneficial to both provinces. The rich province could supply much-needed money to the third-world province; the latter, having a surplus of vocations, could "export" religious to the former. The proposal was immediately and angrily resisted by the poorer province--to the surprise and annoyance of its richer counterpart. Comment: This case study illustrates that a province’s iden-tity or mythology can be influenced powerfully by forces beyond a congregation’s internal history. The third-world nation had for over a century been a colony of the first-world country. Members of the third-world province sensed an arrogance in the adminis-trators of the rich province reminding them of the oppressive-ness of the colonial era. They did not want their newfound sense of national self-worth undermined by their receiving financial handouts from the richer province. They also feared that they would be administratively dominated after the merger by people from their former colonial power. In this incident the residual myth of the third-world nation became the operative myth of the province; the latter was prepared to remain extremely poor, but in control of its own destiny. Case Study 4: Fears of "Congregational Colonialism" Revived A superior general encouraged two provincial administrations to investigate the advisability of merging their provinces. The investiga-tion showed that for missionary efficiency the merger made perfect sense. However, the reactions to the proposal were so negative in one province, which had been founded several decades earlier by the other, that the plan was dropped. Comment: This case study is similar to the previous one in that the founding province is equivalently remembered as an arro-gant, congregational colonial power. That memory is the residual myth. The thought of a merger makes the residual myth the oper-ative force for identity and effectively prevents any further seri-ous discussion about merging the provinces. Case Study 5: Ethnic Differences Obstructing Amalgamation A general administration encouraged three provinces in a first-world nation to amalgamate, claiming that three separate administra-tions were a luxury the congregation could no longer afford. However, 358 Review for Religious the provincial administration disagreed, claiming that one adminis-tration could never adequately serve the large geographical area involved. Nonetheless, the merger did administratively take place, but the new administration was confronted with previously unforeseen personnel problems. For example, religious resisted requests to move to apostolates across the former provincial boundaries. Comment: The merger was failing, not for geographical rea-sons, but because the provinces were historically formed along ethnic-migrant lines: Polish, Italian, Irish. The cultural preju-dices of last century surfaced once the provinces were adminis-tratively united; that is, the residual myths became the operative myths for a significant number of religious descendants of the original migrants. If people had been involved in the develop-ment and follow-up of the merging, this critical issue would have emerged and been positively worked through. Case Study 6: Merger Plans Successful Three provincial administrations agreed with an outside consul-tant that from a mission perspective it. was essential for their provinces to amalgamate. They consulted all re.embers of their provinces, and most favored the merger. Once the merger decision was finally taken, the provincial administrations sought professional advice on how to pro-ceed. The merger was done in stages over a seven-year period, accord-ing to frequently evaluated strategies. As part of the merging process, all apostolates were assessed for their pastoral relevance and effectiveness in light of clearly stated criteria. Because all members were invited to be part of the merging and evaluating processes, negative reactions were minimal and the ownership of the changes was at a high level. Comment: In this case study the following actions guaranteed success: culturally s6nsitive leadership, aware that in-depth culture change is a slow process; professional assistance in clarifying the vision of the merger and in developing appropriate strategies; the maximum involvement of members of the provinces in all stages of the merging. Advice to Congregational Leaders The following advice is offered to congregational leaders in view of the above theory and the analysis of the case studies: 1. Clarify the Vision and the Strategies for Mergers. The primary aim of any merger of provinces must be to make the religious congregation better able to serve the needs of the May-.~une 1994 359 Arbuckle ¯ MergingProvinces kingdom of God. Thus, congregational leaders must ask ques-tions such as the following: Is the merger apostolically justified, or is it just a way to maintain existing apostolates without evalu-ating them for their apostolic relevance and effectiveness? Are there better ways, than through amalgamation, to achieve the desired effects of a merger? 2. Involve Members throughout the Process. Organizational amalgamations demand cultural change. Any cultural change, to be effective, is slow and risky, requiring as wide an involvement of members as is possible before, during, and after the formal merger. In order to own the new identity people must feel they are realistically contributing to its development. Congregational leaders, therefore, must ask themselves questions like: What structures will best encourage the maximum involve-ment of members? Are the most-skilled cultural-change agents being used to facilitate the process? 3. Foster Group and Personal Conversion-Grieving. Liminality is the cultural betwixt-and-between position which develops when a previous founding myth and its structural or political expressions have terminated, but a new creation myth has yet to be clarified and owned. It is a painfully dangerous stage of grieving because people feeling intense loss are sometimes tempted to retreat back to the old, comfortably secure ways of doing things. The journeying of the Israelites in the desert, with all its temptations to retreat to Egypt and to blame Moses for their miseries, is an archetypal experience of liminality. Moses, confronted by the Israelites’ bickering, pettiness, and anger, rec-ognized that, for the people’s grieving to be positive, they must have the space to name their anger and sadness in order to let these feelings go in faith and hope. Only then would the Israelites, freed from their attachments to the past, be open to receive the new creation stoW that Yahweh had for them.2° When provinces decide to merge, religious are invited to enter into the liminality of the desert journey. The old provincial creation mythologies must be let go of to allow the creation myth of a new province to emerge and be confidently owned. Congregational leaders, like Moses, must do two things: (1) encourage the religious to share the stories of their provinces with one another, together with their feelings of grief (anger, numbness) over the loss of the predictability that membership in their respective provinces had given them, and (2) call the religious 360 Review for Religious to help shape in hope the vision or founding myth of the new province. It is a call to an ongoing process of personal and cor-porate conversion. Conversion cannot be hurried, but without it .the merging of provinces will fail. 4. Utilize Cultural Change Agents and Consultants. Change agents assume the responsibility for managing the merging process. They are transformational leaders who under-stand objectively the tensions involved in the process, have acquired personal skills to cope constructively with personal and cultural change in their own lives, and are able to foster with empathy a positive approach in others to changes. In the merging of provinces, such people are needed at all levels: as congregational lead-ers, ritual-grief directors, creators of new and relevant provincial structures for mission, and so forth. Because culture change is so complex, it is advisable for con-gregational leaders to seek the advice of consultants at key points in the merging process. The con-sultant’s task is to collaborate with those entrusted with the merger in developing "an understanding of the way things are, thinking about the way they might be, and then working with [them] to consider what, how, and whether to change.’’2~ The consultant cannot be effective unless he or she has well-developed cross-cul-tural skills.22 The human person is a striver who yearns for progress and is theoretically open to change. But the human person also has basic needs for order, stability, and predictability. The human person is achievement oriented, a striver who yearns for progress and is therefore theoretically open to change. But the human person also has basic needs for order, stability, and predictability. Applied cultural anthropology highlights the fact that, though people may in theory accept change, in prac-tice they commonly opt for the familiar and secure status quo. May-~:une 1994 361 Arbuckle ¯ Merging Provinces This has important consequences for congregations when provinces are encouraged to merge. In the face of declining numbers and the aging of religious, we must not see the mergers of provinces as the automatic panacea to our problems. We need to be: (a) as certain as possible that the merger will improve the congregation’s apostolic effective-ness in accordance with its founding vision; (b) aware that merg-ers require, besides mere managerial action at the top, ongoing personal and cultural conversion, or else, like the Israelites of old, religiou~ will resist the changes and hanker after the security of former, apostolically irrelevant provincial structures; and (c) aware that in mergers one province does not take over other provinces, but all are equal partners in establishing a new province to serve the Lord better. Ultimately, without skilled leadership there can be no positive merging of provinces. Edgar Schein warns: "What the leader most needs is insight into the ways in which culture can aid or hinder the fulfillment of the organization’s mission and the intervention skills to make desired changes happen .... Leadership and ~ulture management are so central to understanding organizations and making them effective that we cannot afford to be complacent about either of them.’’z3 Provinces, like all cultures, are unwise to attempt the process of amalgamation, if they lack the necessary leadership. Notes ~ See C. Handy, Understanding Voluntary Organizations (London: Penguin, 1988), pp. 2-23. 2 Thriving on Chaos (New York: Mfred A. Knopf, 1987), p. 7. See also the evaluation of European mergers in The Economist (London), 20 November 1993, pp. 16f. 3 See G. Meeks, Disappointing Marriage: A Study of the Gains from Mergers (Cambridge: Cambridge University Press, 1977); S. Cartwright and C.L. Cooper, "The Psychological Impact of Merger and Acquisition on the Individual," Human Relations 46, no. 3 (1993): 327-329. 4 Corporate Recovery (London: Penguin, 1984), p. 245. s Vanguard Management (New York: Berkley, 1987), pp. 258, 250. 6 Handy, Understanding, p. 95. 7 See G. Morgan, Images of Organization (London: Sage, 1986), pp. 210-212. 362 Review for Religious s See S. Cartwright and C.L. Cooper, "The Role of Culture Compatibility in Successful Organizational Marriage," Academy of Management Executive 7, no. 2 (1993): 57-70. 9 For example, see T. Deal and A. Kennedy, Corporate Cultures: The Rites and Rituals of Corporate Life (Reading, Massachusetts: Addison- Wesley, 1982), p. 4. 10 See his Change Agent Skills in Helping and Human Service Setting (Monterey: Brooks/Cole, 1985), pp. 277-287. 11 See his Fifth Dimension: The Art and Practice of the Learning Organization (New York: Doubleday, 1990). 12 See E.H. Schein, Organizational Culture and Leadership (San Francisco: Jossey-Bass, 1987), p. 314. ,3 See S.A. Sackman, Cultural Knowledge in Organizations: Exploring the Collective Mind (London: Sage, 1991), pp. 16-23; J. Hunt, "How People Get Overlooked in Takeovers," Personnel Management (July 1987): 24- 26, and "Managing the Successful Acquisition: A People Question," London Business School Journal (summer 1988): 215. ,4 See G. Arbuclde, Earthing the Gospek An Inculturation Handbook for the Pastoral Worker (Maryknoll: Orbis Books, 1990), pp. 26-78, 167-186. ,s I have modified the definition by E.H. Schein in his Organizational Culture, p. 9. ,6 See G. Arbuckle, "Mythology, Revitalization and the Refounding of Religious Life," Review for Religious 46, no. 1 (January-February 1987): 14-43. 17 See A.E Buono and J. Bowditch, The Human Side of Mergers and Acquisitions, (San Francisco: Jossey-Bass, 1989), pp. 134-163. ,8 See P. Marris, Loss and Change (London: Routledge and Kegan Paul, 1974), passim; G. Arbuckle, Change, Grief and Renewal in the Church: A Spirituality for a New Era (Westminster, Maryland: Christian Classics, 1991), pp. 151-156, and "Organizations Must Ritually Grieve," Human Development 12, no. 1 (1991): 22-27; D.M. Noer, "Leadership in an Age of Layoffs," Issues and Observations 13, no. 3 (1993): 1-5. 19 For a fuller explanation of the leadership needed, see G. Arbuckle, Refounding the Church: Dissent for Leadership, (Maryknoll: Orbis Books, 1993), pp. 98-127. 20 See G. Arbuckle, Change, pp. 151-156. 21 E. Miller, quoted by R. McLennan in Journal of Enterprise Management, no. 3 (1981), p. 251. 22 See Arbuckle, Refounding, pp. 213f, 217. 23 E.H. Schein, Organizational Culture, pp. 320, 327. May-d~une 1994 363 JUDITH ANN EBY One Voice from the Middle Place In the matter of human existence the grave and sensible advice of the King of Hearts--"Begin at the beginning" -- cannot be heeded. We have no choice but to begin where we are; and where we are is the middle. It is not given to us to stand on the far side of human time and then, with all delib-eration and grace, to enter .... Our first awareness is that we are swimming. We wake in the water. Our beginnings are not wholly our own. Our endings will most likely be beyond our control. We are middle people.~ MmY reflection upon my own journey in religious life draws e to this quotation from John Shea. My entrance into religious life in 1976 was certainly a beginning. I was twenty-one, full of energy and enthusiasm as i entered this new world. Several years later, though, one event was to etch into the core of my being the awareness that I had really entered into a "middle place," a transitional moment in the life of religious communities. After final vows I attended a large assembly of my regional community where the question was asked, "Shall we plan for our future?" A resounding yes echoed immediately, logically, and enthusiastically in my being. Simultaneously an unusually intense session of debate, frustration, and dialogue began in the larger group. After what seemed to be an eternity, the group came to unanimous agreement to plan for the future and spontaneously sang the song of our foundress. Clearly, something significant Judith Ann Eby RSM is a doctoral candidate in the Department of Theological Studies at Saint Louis University. Her address is 4133 Hartford St.; St. Louis, Missouri 63116. 364 Review for Religious had taken place. I also understood for the first time that there was a dimension of the community’s corporate journey of which I had no understanding. No matter how much I could intellectu-ally grasp their journey, I would never experientially be able to understand part of their lives. Although not the first of such events, it was certainly the clearest one to signal that, at some moment in time, the commu-nity had stepped into an obviously challenging world and world-view different from a former one. I now shared their new world with them. However, there seemed an almost invisible boundary which prevented me from understanding this former world that still played itself out in their collective consciousness. This invis-ible boundary seemed to be not only the actual experience of Vatican Council II, but the experience of pre-Vatican II religious life. Boundaries which mark the end of one period and the begin-ning of a new one in the life of any community or individual can be arbitrary and theoretical. While it is true that many such boundaries could be named, one moment or event often stands out as a clear crossing over from one world into another. For those within religious life at the time of the council and for those who entered near that time, Vatican II was a watershed experience. For better or for worse, life was never again the same. Joan Chittister comments on this reality: For most communities, updating has been the project and process of religious life for 25 years. Clothing has been con-temporized; schedules have been adjusted to compensate for the invention of the light bulb; internal structures have been brought into sync with the best in organizational plan-ning; individual development has been tested by the most recent and most credible of psychological theorems; theol-ogy programs have progressed far beyond the thinking of the medievalists or the Scholastics; community customs books have been amended to meet the nature of contem-porary life. Every dimension of religious life has been scru-tinized and updated. Most of religious life is definitely not in a time warp any more, at least not if relevance is mea-sured by life styles and learnings.2 The renewal after Vatican II was a crystallizing experience which united a number of different age groups around a new interpretation of religious life.3 This focal experience, it must be emphasized, embraces the formative influence and memory of May-~’une 1994 365 Eby ¯ One l~oice from tbe Middle Place pre-Vatican II religious life as interpreted in light of the council. For more than twenty-five years, changes from the council shook the church and religious communities to their roots. Ways of thinking, ways of being, and ways of acting, an entire collective consciousness of a group, were evaluated and reshaped. It is a subdued statement, indeed, to say that such a vast alteration from one world into another has profoundly affected and continues to affect those who were part of religious life at or near the time of the council. A good number of members still form opinions, beliefs, and attitudes in response to the crystallizing experience of Vatican II. Often this leaves them less likely to understand and sympathize with the ideas and beliefs of those who came well after the council and for whom Vatican II is not a watershed expe-rience. This is not necessarily due to a lack of goodwill, yet there is a tendency for one group to judge the worldview of later age groups as misguided or immature. All worldviews are necessarily limited and contain blind spots not easily recognized by those who hold those views. One question slowly emerges from pondering such a vast alteration and its effects on those in religious life: What of those who entered religious communities years after Vatican II? What has been the experience of such members? Much has been writ-ten about the experience of those who entered religious life before and during the time of the council. Other than some articles on formation, little has been written about the experience and from the perspective of those members who remember Vatican II vaguely or not at all. Some members know only the transitional time of religious communities. My hope is to raise a single voice from this middle place so that it may be heard and contemplated and allow the reader, for just a moment, to stand in the shoes of one who has known only the period of transition and to glimpse religious life from a van-tage point relatively rare within communities. The limitation of this essay is that it is a single voice only. Its strength is that it describes a particularized experience that can be known and touched on a human level. There are several assumptions upon which this essay is based. The first is that arbitrary categories of age and experience are not meant to be divisive or to cultivate a we-they attitude. The realization is deep: we are one, many though we are. The focus on newer or younger members and their perspective is not to deny 366 R~view for Religious or diminish the legitimate experience of others. Categories do not have to be mutually exclusive. What is always of uppermost importance is the vitality of the whole group, not of any age group or of any individual. The main issue is not whether we are grow-ing older, fewer, and poorer as a total community, but whether we are growing in wisdom and clar-ity, conversion and gratitude. The second assumption is that congregations as a whole are often unaware or forgetful of the reality that a minority voice is being lost: the voice of the newer or younger members. Newer or younger members, while known individually and usually well-integrated into the larger community, are corpo-rately invisible and often unheard. They do not necessar-ily possess the same opinions, beliefs, or worldviews because great diversity often exists in terms of age and experience. Generalizations about any age group or category are simplistic at their best and crude at their worst. Many who have known Vatican II have moved to new and cre-ative developments very much in line with the renewal of the council while the thinking, beliefs, and actions of many newer or younger members is stale, noncreative, and full of fear. What is suggested here is that the experience and renewal of religious life resulting fro.m Vatican II continues to exert a formative influence upon a significant number of members while the richness and diversity of an exceptionally small population is being lost. Yet in this group are those who will be the leaders well into the 21st century. Middle places imply an ending and a beginning as well as a continuity with what went before. The human experience of end-ings and beginnings will often be bittersweet and both dark and light. Such has been my journey within my own community. It is these experiences of darkness and light, characteristic of tran-sitional moments, as well as the continuity that I want to articu-late. Congregations as a whole are often unaware or forgetful of the reality that a minority voice is being lost: the voice of the newer or younger members. May-.t~une 1994 367 Eby ¯ One Voice from the Middle Place The church and world I knew while growing up was one of constant change. Everything was in flux: the saints, liturgy, sacra-ments, music, religion class, celebrations of church feasts, parish customs, and more. Change was experienced as normal, expected, and part of what it meant to be church. The religious life I entered was in a time of transition and experimentation. It was a world defined more often by the past than by any communal vision of the future. By the time I entered, the initial hope and enthusiasm surrounding renewal in the con-gregation was beginning to give way to fear, anger, agonizing searching, split factions of liberal and conservative groups, and a cancerous doubt. Mary Jo Le.ddy ~peaks of this middle place: At this point in the history of religious life, we are in an in-between moment, a "dark night," when the former mod-els of religious life are disintegrating and a future model has yet to become clear .... As the memory and vitality of this conservative model begin to fade, some of the energy and legitimation of the liberal model begin to wane. Those who have a vivid memory of the traditional model of church and religious life seem more clear about the value and sig-nificance of the liberal model of religious life. But does the liberal model make sense in itself, that is, without refer-ence to the more traditi’onal model? There are those who, like myself, never knew the traditional model or never knew it for very long. We know the liberal model was launched from the base of traditional religious life, but we are begin-ning to wonder whether there is enough fuel in the liberal model itself to take it very far. To use another metaphor, we are beginning to feel that driving a liberal model of reli-gious !ife is like driving into the future through a rear-view mirror.4 My inner experience of enthusiasm and belief in religious life often came up against contradictory elements in the community. A few of the major examples focused on the expressions of doubt, grief, and anger in the community. Doubt can be a creative ele-ment. Indeed, it is often a necessary companion on any mature journey of faith. However, the doubt I encountered was often a cancerous doubt that could eat into the core of one’s being. It was often disheartening to come up against, time and time again, such cancerous doubt within many members. Grief, usually unresolved grief, was also a major issue for many in the community. It was not unusual for me to become an object of unresolved grief and anger over some former aspect of 368 Review for Religious religious life that had not been sufficiently mourned by the other. As a newer member I stood as a symbol of all that had passed away, of all that was new and unsettling. Grief, doubt, and anger intermingled in various degrees to produce within some people what I experienced as death-dealing statements. Such statements are expressed as a sigh of grief, of loss, of anxious uncertainty toward the future on the part of countless members. They are uttered in the midst of the hus-tle and bustle of life, at com-munity meetings, at times of election and moments of deci-sion, moments of reflection. The private and public acknowledgment of personal experience can be necessary for overall health. Yet it must be remembered that, for those who come at times of transition and do not share the same under-standing or knowledge of a community’s history, verbal expressions can take on a particular significance. Language can shape our reality, tell us who we are and who we want to be, can uplift or demolish. A word, once it is spoken, can take on a life of its own; it can have the power to bring about that of which it speaks. At the middle places, when doubt reaches crisis proportions, language is of tremendous significance. Language, in this instance, reflected both lack of vision and lack of credible vision among the members. For older members can often communicate mixed signals to enthusiastic newer or younger members and cause a frequent cri-sis of meaning for them. It is odd but not unusual that entry into any group will always involve the unconscious or conscious assimilation of the larger group’s attitudes about some things. Declining numbers was one crisis with which I had to deal. There is a basic difference between the exodus I experienced and the exodus others experienced in the 1960s. When I look ahead of me, I see lots of numbers. When I look around me, I see a handful, and we are the younger mem-bers. Around the time of final vows, I had to come to terms with Grief, doubt, and anger intermingled in various degrees to produce within some people what I experienced as death-dealing statementsl May-j~une 1994 369 Eby ¯ One Voice from the Middle Place this unconscious assimilation of the crisis of numbers. Even today, though, at moments of weakness, fatigue, and real honesty, fear can reach into the core of my being, and I begin to wonder if I will be the last one through the door. Other times, often at commu-nity gatherings, I look around the room and wonder, figuratively speaking, what it will feel like (other things being equal, which they will not be) to bury all those older than I. Numbers can still overwhelm me. Middle places, by their very nature as endings and begin-nings, possess not only elements of darkness, but elements of light as well. As a newer or younger member, I received the best of all that the community had to offer--which was possible because of all that had gone before me. Many of the community’s resources of time, finances, personnel, and talents were shared with me. The best of the community’s continually growing self-awareness in terms of charism, history, and spirituality encircled me. It would merely be redundant to enumerate these many experiences, work-shops, and activities, since the majority of members are already familiar with them and have themselves participated in many of them. Perhaps I had greater freedom in personal choices and deci-sions than the majority of members had upon their entrance and for a good por.tion of their religious lives. I had greater flexibil-ity in forming relationships with people both outside community and inside. I experienced great exposure to different areas, groups, cultures, and ministries in my regional community. Barbara Fiand SNDdeN, in her book Living the Vision (New York: Crossroad, 1990), discusses the dark side of this high mobility and the exces-sive amount of stress related to it. As one who lived this experi-ence and whose number of moves around my regional community exceeds the example Barbara Fiand gives on page 148, I can well attest to what she says. She does not connect to this mobility the reality that newer or younger members would be more easily exposed to the cancerous doubt of which I spoke earlier. Today I and others who have stayed in religious life perceive our com-munity as larger than the local area in which we live. We are usu-ally well-integrated into the larger community in terms of knowledge, experience, and relationships. Throughout my years in religious life, it has not been uncom-mon for other members to say to me that they do not understand why "we" stay. I suspect these are comments of frustration, despair, 370 Rewiew for Religious lack of hope, or just plain bewilderment. They are comments indicative of middle places where lack of clarity, direction, and insight plague us all. Middle places, besides containing elements of darkness and light, are also by their very nature places of continuity. The con-tinuity is in the interiority. At the time I entered my community, differences were everywhere in terms of clothes, experiences, and theologies of the vows and reli-gious life, in spite of the renewal of Vatican II. The time of forma-tion for me involved excessive mobility and excessive exposure to all of this. After a long process of ¯ sorting through the externals, I found connection and identifica-tion through the interior. This exposure brought me to the real-ization that times were different, details were different, but the essence of the story was the same. Grace had invited me into the deeper myth of religious life. I can speak for no one but myself when I say that the deepest connection I was able to encounter and perceive in others was the experience of religious life as the deepening of one’s greatest life and freedom in a journey with the Divine. I would suspect that all newer or younger members who have been in religious life for several years can appreciate, if not marvel at, the journey of those who have been here before us. I have found numerous women whose journey through pre- and post-Vatican II times has demanded much of them. The journey of these women reveals a depth of discipleship and commitment that mine could never rival. These women are part of my congregation and of other congre-gations; some have long been part of my journey and some are recently a part. Some were part of my journey for a time, a sig-nificant time. Some are with me in a new way beyond the bound-aries of space and time. Growth and transformation are profoundly connected to courageous, faith-filled women who show that "a journey with God is the only real source of satisfaction there is, All newer or younger members who have been in religious life for several years can appreciate, if not marvel at, the journey of those who have been here before us. May-June 1994 371 Eby ¯ One Voice from the Middle Place and a life of freedom, no matter how demanding, the only life worth living." s My view is necessarily limited. I merely offer a glimpse of a few of the experiences which could be characteristic of one who has known only this middle place in religious life. And this mid-dle place, too, is necessarily limited. Sandra Schneiders, in her critique of Mary Jo Leddy’s book Reweaving Religious Life: Beyond the Liberal Model, gives a good description of the general experi-ence of members who were a part of religious life before Vatican II and those who entered just as the council closed:6 Leddy vividly describes the symbolic malaise, lack of cor-porate vision, tenuous sense of belonging, identity confu-sion, and ministerial disarray that is obviously the experience of some religious, notably those in Leddy’s own genera-tional cohort. These religious, now in their forties, entered religious life just as Vatican II closed. Religious congrega-tions, with the permission of the council, began a period of wide-ranging experimentation which left formation pro-grams suspended in mid-air between the collectivist identity that was being repudiated and a new identity that had not yet emerged. The corporate resources of religious life enjoyed by their older sisters were not transmitted to these new members, nor did they have the experiential realiza-tion of the dysfunctionality of much of the older system of religious life which fueled the renewal zeal of professed members. Thus, they could not rely on the deep roots of shared history, symbolic cohesion, and corporate identity as everything began to change simultaneously. Nor could they invest with passion in reforming a life they had never lived. Schneiders goes on to state that part of the significance of Leddy’s book lies in the dialogue initiated "between those who lived religious life before the council and those whose experience of this life is almost totally postconciliar." This dialogue is impor-tant since a new generation has emerged today which interprets religious life very differently from those whose background embraces the lived experience of Tridentine Catholicism. My hope is that such a dialogue may be initiated. Newer or younger members are often isolated geographically from one another and lack opportunities to connect with one another. They can easily have a different perception and interpretation of reli-gious life because of differences in culture, generation, and a host of other experiences. Such connection could allow shared dis- 372 Review for Religious cussion of situations and concerns that are unique to newer or younger members. Energy could be channeled into discussion of a vision for the future. Congregations need to become aware of the importance of encouraging and providing financial assistance for structures that facilitate connection, reflection, and analysis among the very members who will carry into the 21st century the depth and dynamic of religious life. There is a tremendous significance in encourag-ing and supporting opportunities of this nature for newer or younger members whose dialogue among themselves can then lead to greater creativity when in dialogue with the larger congregation. This type of connection is not, in and of itself, exclusive. It does, how-ever, allow analysis and reflection which can never go on in larger com-munity gatherings simply because newer or younger members tend to be overwhelmed by the concerns and issues and by the sheer numbers of other members. Congregations as a whole rarely can articulate the dreams, hopes, stories, and experiences relative to newer or younger members. It is a simple fact that newer or younger members often constitutes a minute percentage of any congregation. The newer or younger members’ analysis and reflection pre-cede the synthesis with the larger group that they hope ultimately to accomplish. To arrive at a communal vision that will animate and give energy for the future is a primary effort of many religious congregations at this time. Such a communal vision will come with a mixture of risk, wisdom, courage, insight, and pain. Many communities like my own have embraced a new creation, a new moment in their history. Most assuredly, we will be held account-able for choices made, choices not made, choices which will affect not just religious life but the church itself in years to come. Even so, we are invited, individually and corporately, to the awareness that "our own carefully laid plans and world orders should never be regarded as more reliable than the unsystematic reality of God’s presence and grace."7 Congregations as a whole rarely can articulate the dreams, hopes, stories, and experiences relative to newer or younger members. May-June 1994 373 Eby ¯ One Voice from the Middle Place Notes ~John Shea, Stories of God (Chicago: Thomas More Press, 1978), p. 11. 2 Joan Chittister OSB, "Religious Life and the Need for Salt," Religious Life Review 30 (November/December 1991): 284. 3 See Patricia \¥ittberg SC "The Problem of Generations in Religious Life," Review for Religious 47, no. 6 (November-December 1988): 906, 907,908. 4 Mary Jo Leddy, "Beyond the Liberal Model," Way Supplement 65 (summer 1989): 47. s John A. Sanford, The Man Who 12Vrestled with God (New York: Paulist Press, 1981), p. 100. 6 Sandra Schneiders, review of Mary Jo Leddy’s Reweaving Religious Life: Beyond the Liberal Model in Spirituality Today 42 (winter 1990): 368, 369. 7 Letter of Administrative Team of the Sisters of Mercy of the Union on 19 May 1991 to membership. Paradox Blosso~n-t~othered branches Of whitethorn trees Showing no wood And so full of the hum Of honey-heavy bees Seem to say to me That I should not Register such emptiness In the presence of such plenty Leaning fragrantly down to me In the final days of May. And I say: There is no should! I am a tree Made wood by my winter; Seasons that oppose Are two opposing goods Where envy may not enter To destroy the gift Of paradox. Bernadette McCarrick RSM 374 Review for Religious CATHERINE M. HARMER Religious, the Laity, and the Future of Catholic Institutions Many Catholics have grown up with the assumption that Catholic institutions, especially schools and hospi-tals, are a normal and permanent part of the landscape. Whether or not their children attend either parish or pri-vate Catholic schools, whether or not ~hey ever use the local Catholic hospital, it takes only the hint that these will be closed to cause a great stir. A second common assumption is that the religious congregations who founded and maintained these institutions will continue to do so in the future. Yet these institutions are more at risk now than ever before. Most of the Catholic institutions in this country had their origin in the last century. The parochial school sys-tem developed out of the concern of 19th-century bishops to maintain the faith for the immigrant populations from Catholic European countries. What has become the largest private health system in the country started very simply with religious sisters caring for the sick .and the poor in their homes. The hospitals built and run by their con-gregations were a response to a need to provide profes-sional healthcare in a Catholic setting. For the most part the organizers, builders, and managers of Catholic insti- Catherine M. Harmer MMS has worked as a psychologist in consultation with religious congregations and health systems in Africa, Asia, Latin America, and the United States. Her address is Medical Mission Sisters; 300 W. Wellens Street; Philadelphia, Pennsylvania 19120. life in service May-June 1994 375 Harmer ¯ Religious, the Laity, and the Future tutions for educationl health, and social services were religious sisters, brothers, and priests. Even in the parochial school sys-tems, the bishops depended on the ~isters and brothers to provide the teachers and administrators, and to do so at little cost to parish or diocese. This work of founding and developing the major Catholic institutions, private, parochial, and diocesan, was an immense gift of religious to the church in the United States. Initially they served the immigrant Catholic population. As the years went on, the Catholic contribution was recognized beyond the boundaries of the church, especially in the field of healthcare. Given the social and political status of lay Catholics in the 19th and early 20th centuries, it is doubtful if they could have provided either the impetus or the skill to build these institutions, though their finan-cial contributions were the base for all of them. There is no ques-tion that establishing the institutions was a good thing for religious to do. The question today is whether they can or should continue t.o put as much into them now and in the future as they formerly did. Over the last twenty-five years, there has been a steady decline in the numbers of sisters and brothers, and a steady rise in their median age. During the same period, out of necessity rather than choice, the number of lay people in Catholic institutions has also risen. The cost of maintaining the institutions has increased, par-tially because of salary and benefit increases for the lay staff. In healthcare the potential decline of Catholic-sponsored hospitals was delayed, first by the Hill-Burton funds made available for building and then by the increased availability of third-party insur-ance, Medicare, and Medicaid. The decline of Catholic schools started earlier because there was little financial aid for them except occasional foundation grants. Efforts to acquire tuition credits or direct state support for Catholic schools continue to fail. In many dioceses the future of Catholic schools, even the parochial ones, depends on the ability of the parishes to maintain them independently of the diocese. Thus, only in the wealthier parishes can Catholic schools con-tinue to exist. Even these will last only if the priests and parish-ioners are willing to see fairly large proportions of their income go to the school and if parents are willing to pay increasingly higher tuition. There is the clear possibility that the Catholic school system will gradually disappear through attrition, with 376 Review for Religious only a few schools remaining for those who can afford private education. Creative efforts have been made by congregations. They have involved greater numbers of lay people in their institutions, main-taining sponsorship of the institutions and control over their mis-sion so as not to lose the congregation’s charism and values. Particularly in healthcare there have been mergers of different types, from full takeover of one system by another to the collabo-ration of two or more systems forming a new system. Still, while the presence of religious in the institutions continues to decline, the number of lay women and men at high levels of management and in board positions grows. Lay members of the institutions find themselves attracted City of Saint Louis (Mo.), http://www.geonames.org/4407084 http://cdm17321.contentdm.oclc.org/cdm/ref/collection/rfr/id/336 |