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For more information see, http://dublincore.org/documents/dces/. Date A point or period of time associated with an event in the lifecycle of the resource ing personal prayer and reading of Scripture as well as the more proxi-mate preparations of celebrants, musicians and artists. Sacraments are signs, and signs are of their nature human, subject to expressing more or less adequately what they signify. The liturgical renewal enjoined by Vatican II calls for a more active participation on the part of the faithful so that the liturgy can be the "outstanding means by which the faithful can express ~n their love, and manifest to others, the mystery of Christ and the real nature of the true Church" (Sacrosanctum Concilium, n. 2). Within eucharistic theology there exists an objective and subjective di-mension of the sacrament. Traditionally this has been referred to as the opus operatum, the work effected by Christ, and the opus operantis. This latter term originally referred to the disposition of the celebrant. The dis-tinction between the two terms explained how a Mass celebrated by a priest in a state of serious sin was still valid although not spiritually fruitful for him. Recent writers have extended the meaning of opus operantis to refer to the cooperation with and active reception of grace by the believer. In the opus operatum, the objective element of the sacrament, we are assured that Christ is really present. In the second, the subjective element, we receive grace, and the sacrament is "fruitful" with our growth in faith, hope and charity. The question of meaning vs. meaningfulness can, in part, be expressed as the relation between the objective reality of the sacrament, the opus oper-atum, and the subjective disposition of the recipient, the opus operantisl The Eucharist: Heart of Community Our sacramental celebrations may appear arid when the ecclesial reality of the sacrament does not find expression in a renewed commitment to Christ and his Church. Some writers, including Karl Rahner, discuss the frequency of eucharistic celebration with reference to the opus operantis, saying that this frequency should be governed by the conditions which make it possible for us to receive the sacrament fruitfully, with conscious faith and the psychic energy necessary to enter subjectively into that which we celebrate objectively. Two extremes are to be avoided. First, within the context of the communal character of the Eucharist, it is obvious that it is not question of increasing grace by multiplying the number of eucharistic celebr.ations one attends. This not only emphasizes the individual rather than the com-munal nature of the Eucharist, but it also quantifies grace, distorting its primarily relational character. However, it is equally a mistake to expect each 0"f our eucharistic celebrations to be a peak religious experience. An excessive emphasis on our preparation and readiness for the Eucharist makes it our work rather than God‚Äôs gift and action on. us. In the Eucharist we are invited once again to enter into the New Covenant. Within the vicissitudes of our life we need to be invited to this oft~en, perhaps even daily. The Lord‚Äôs Prayer provides,us with the model for the dailiness of our eucharistic celebration for when we ask for our daily bread, this is no less than the Bread of Life. However, this emphasis on the ideal of a daily celebration need be neither slavish nor mechanistic. The essential is to realize that the Eucharist is truly the sacramental focal point of our reli-gious life together. Once this is realized and lived, the frequency of our eucharistic celebration will not be so much a question of legislation as that which is truly possible within our individual circumstances and the expression of who we are as ecclesial women. The relationship between Eucharist and religious community is parallel to the relationship between the Church and the Eucharist. Within ecclesiology today there are many theologies competing with a eucharistic ecclesiology. The search for relevance and liberation has prompted dialogue on what con-stitutes salvatio.n, whether it represents liberation from oppressive societal structures and/or whether it is more properly a release from the bondage of sin. Much of what is good within this discussion represents a healthy correction of the excessive individualism which has plagued us since the Enlightenment. An excessive emphasis on intra-worldly goals of this liberation is now being cort~ected within a broader vision of the drama of sin and grace in the world. That these same tensions are reflected in religious life is no accident since religious life is fundamentally ecclesial. In many ways a religious commu-nity is a microcosm of the larger Church. Within this perspective it is not "186 / Review for Religious, March-April, 1987 sufficient that we pray together, serve the poor and live a common life, We can do all these things without being a religious community. Although our charism is to serve the poor, our primary identity is not that of the social worker. Furthermore, there are times when the non-sacramental aspects of our life lead us away from our true identity as a religious community. For instance, we may become excessively work-orierited. While work for the kingdom is praiseworthy, a certain attitude distorts our work so that it becomes something which we undertake, initiate. Our events replace the Christ event. Communal efforts become our action rather than God‚Äôs action on us, and the Eucharist becbmes a devotional practice rather than the most fundamental expression of the reality of our lives. The Eucharist is the heart of religious community because it is the histor-ical presence of the New Covenant which unites that community with its Lord. Our primary identity is to be a eucharistic community in union with Christ. Our service of others then flows as a consequence of what the Eucharist means--as a response of thankfulness for what the Lord has done for us, as the service modeled by. Christ at the Last Supper, as a means of facilitating the union of all in Christ. It is then that we can truly say that the Eucharist is the focal point of our lives. Good Friday, April 1, 1983 Gently running, delicate raindrops--spring rain as tears from the windows of my soul. The clear-paned pain allows me to glimpse the promise of life within the dry earth, within myself. Suffering and tears stir tender blossoms deep inside... They struggle to break through the crusty-hard shell, to lift themselves to the long-promised warmth of the loving Son. Sister Mary Therese Macys, S.S.C. 2601 W. Marquette Road Chicago, Illinois 60629 Learning from the Worldly Leo D. Davis, S.J. Father Davis, a member of the Jesuits‚Äô Oregon Province, presently resides in Italy, where he may be addressed: Via Spaventa, 4 50129 Firenze,: Italy. "For the worldly are more astute than the other worldly in dealing with their own kind" (Lk 16:8). Desperate for American reading material while in a foreign country, ] dipped recently into one of the national best sellers of a few years .back, Peters and Waterman‚Äôs In Search of Excellence: Lessons from America‚Äôs Best-Run Companies (New York: Warner ¬∞Books, 1982). Though not ordi-narily a reader of business literature, I found the book absorbing, not as a study of American business success, but as an indication of why many religious institutes, including my own, fail specifically as organizations to reach their goals. Of course, we religious are not primarily in business: auxiliary to our main purposes we do run businesses. These auxiliary enter-prises, however, are not my concern in this article. Rather, I‚Äôm interested in how we organize and conduct ~urselves in spreading the Word of God and serving our neighbor. Can we learn from successful business con-cerns how to do this better? I I~ave it to the readers themselves to judge after considering Peters and Waterman‚Äôs findings. The two studied sixty-two corporations in the fields of high tech-nology, consumer goods, services, industrial supplies, management and resources. They wanted to discover just what makes these firms leaders in their fields. They found that all agree on an eight point philosophy in doing business. Contr‚Äô~ry to what one might expect from business men out to make a 187 11~8 / Review for Religious, March-April, 1987 buck, the authors argue that hardheaded rationality is not enough to suc-ceed. International Telephone and Telegraph, for example, was managed in a rigidly national fashion, and failed. The war in Vietnam was largely run from the Pentagon by Robert McNamara‚Äôs Ford Company technical "whiz kids," and we all know the outcome. Mere technique however sophisticated, won‚Äôt do the trick. Planning, long and short range, is needed, but planning can often become an end in itself. Of three hundred twenty-five planning task forces studied, none had yet finished its task after three years of work. Task forces, the authors suggest, should be small, limited in time, volun-tary, and contain some senior staff. Their work should call for no addi-tional staff and produce a minimum of documentation. Follow-up on their recommendations should be swift. Paper shuffling among executives and back and forth between executives and managers can stifle all action. Analysis can lead to ........... paralysis. Gamesmanship and contention in committees replace action. As one executive commented, it is easier to develop a negative argument f~r doing nothing than to advance a constructive one which issues in action. The authors argue that major concerns should be dealt with one at a time. More than two objectives for a task force mean no objectives at all. There should be constant communication, constant keeping in touch with the realities and persons involved in decisions. Communications should be short and clear the authors cite the famous practice of Procter and Gamble in restricting all memoranda to a single page. Chaotic action is preferable to no action at all. Experimentation and testing ideas in prac-tice is better than just talking about problems. Get people acting and they solve their problems, and come to believe in what they‚Äôre doing. Close to the Customer As religious, we‚Äôre not, as such, selling goods to customers, but we are dealing with people. What are the needs, tastes, preferences of those with whom we deal? Are we willing to put ourselves out for others? The successful companies know their clientele and go to great lengths to serve them. Thomas Watson of International Business Machines had a simple philosophy: We want to give the best customer service of any company in the world. He guaranteed answering any customer complaint in twenty-four hours. Caterpillar Tractors guarantees forty-eight hour service to any country of the world. Frito-Lay aims at a 99.5 percent rate of service in peddling their products they will spend several hundred dollars to restock a remote store with thirty dollars worth of potato chips. But their reputa-tion for reliability in the end outweighs the short term costs. I‚Äôm reminded Learning from the Worldly of an old priest colleague of mine who was preaching to the coffee room audience on service when a telephone call interrupted him, he told the caller to see him during office hours--and continued his harangue with no sense of incongruity. The Disney people realize what service means sixteen-year old ticket takers at Disneyland are put through four eight-hour days of training just so they can take tickets with the Disney elan. McDonald‚Äôs scores of billions of hamburgers are sold by insistence on cleanliness, efficient ser-vice, uniform quality and reliability. Burgers not sold ten minutes after cooking are thrown out french fries, after seven minutes and their cashiers are taught to have eye contact with the customers. The authors give an example of the extraordinary lengths to which some companies will go. When a woman complained about a foul-up with a discount air ticket, she wrote to the president of Delta Airlines. The president of the corporation himself met her at the airport and per-sonally presented her with a new ticket. All these companies stress quality. McDonald‚Äôs, with seven thousand restaurants doing 2.5 billion dollars worth of business annually, tell their stockholders: Quality is the first word in McDonald‚Äôs motto. Digital Com-puter‚Äôs philosophy states: "Growth is not our principal goal. Our goal is to be a quality organization and‚Äôdo a quality job, which means that we will be proud of our work and products for years to come. As we achieve quality, growth will come as a result." There‚Äôs food for thought here for religious experiencing a decline in vocations. The lonely Maytag serviceman of the TV ads is a symbol of the company‚Äôs guarantee of ten years‚Äô trouble-free operation of any machine. Hewlett-Packard is obsessed with quality ask them about personnel, they talk quality ask about sales, they talk quality ask about management, they talk quality. The president of Heineken Beer says bluntly, "I consider a bad bottle of Heineken a personal insult to me." Until recently, the eighty-two-year-old founder of Marriott Hotels read every complaint card personally. Productivity Through People All members of an organization should be made aware that their best efforts are essential to success and that they will share in that success. Here again we religious in the ranks are not mere employees in the ministries of our institutes. In fact, many times we might be better off in some of America‚Äôs best companies than at the hands of some religious superiors. One executive complained to the authors: People issues take up all my time. To them he was really saying that his business would be easy to run if it weren‚Äôt for people. But corporations, like religious institutes, 190 / Review for Religious, March-April, 1987 are people. Those who work in them should be treated as adults and as partners, with dignity and respect. This doesn‚Äôt mean that they be mollycoddled they should be given reasonable and clear expectations, and practical autonomy to get the job done. In a study of school teachers, the authors point out it was found that when they held high expectations of their students, that alone was enough to cause an increase of twenty-five points in the students‚Äô IQ scores. Workers should understand what is being done and why. Peters and Waterman quote Admiral Zumwalt‚Äôs method of reorganizing Navy prac-tices: What I tried hardest to do was ensure that every officer and sailor on the ship not only knew what we were about, not only why we were doing each tactical operation, however onerous, but also managed to understand enough about how it all fitted together so that they began to experience some of the fun and challenge that those of us in the top slot were having. 1 knew from experience the impact of treating sailors like the mature adults they were. Dedicated religious women and men deserve no less. Communication between superiors and ranks cannot be mere lip ser-vice, mere gimmicks, but must be a sincere effort to make all really part of the team. Sam Walton has built a company from eighteen to three hun-dred thirty stores, with sales rising from forty-five million dollars, to 1.6 billion dollars and the process made his family the richest in the United States. He always calls his employees "associates." "The key is to get out and hear what the associates have to say," he states. "It‚Äôs terribly important for everyone to get involved." For him this is not lip service: one sleepless night he went down to the loading dock with four dozen donuts and talked to his "associates." He learned that they needed two more shower stalls in the wash room--and they got them. This is a sur-prising degree of concern in an executive running a 1.6 billion dollar com-pany. Again, when Thomas Watson first took over IBM, he was not out to shake up the company by wholesale transfers and firings, but to buff and polish those already in place so their performance would improve his bone-deep belief, says his son, was respect for the individual. Peters and Waterman suggest some simple rules iia the treatment of workers: all important communication should be face to face there should be opportunity for career education there should be security in their posi-tions. Superiors should be accessible to all, their doors always open. Finally, there should be incentives. "A man wouldn‚Äôt sell his life to Learning from the Worldly you, but he would give it to you for a piece of colored ribbon," says a war correspondent about soldiers in World War lI. The best corporations go to extraordinary lengths to reward good performance, creating oppor-tunities for showering pens, badges, buttons and medals on their people. At Mars Candy everyone on time for work during the week gets a ten percent bonus IBM has a "gold circle" for top salespersons Tupperware senior management spend thirty days a year at "jubilees" for outstanding performers one company even puts gold stars on a public bulletin board after the names of those who don‚Äôt miss work. Religious might well feel out of place in an atmosphere like this. Indeed, our vocation is not to look for rewards but to dedicate ourselves to the selfless service of God and neighbor. But superiors, on their side, should be aware of the value of incentives nothing is more powerful than positive reinforcement. This, the authors advise, should be specific, tan-gible and frequent. They point to a model of motivation in a Procter and Gamble executive who, red in the face and vehement, told a Stanford University seminar: "Just because the product is toilet paper doesn‚Äôt mean that Procter and Gamble doesn‚Äôt make it a damn sight better than anyone else." The executive, he continues, is called to help fulfill the individ-ual‚Äôs search to transcend himself or herself, to avoid isolation and the fear of helplessness, to give people a sense of being, in control of their des-tiny. High performance is based on intrinsic motivations: people must believe that a task is inherently worthwhile if they are to be committed to it. All this to sell toilet paper! Hands On, Value Driven Management The authors insist that the successful executive keeps in close touch not only with personnel but with the firm‚Äôs essential business. Again Thomas Watson of IBM: "I believe the real difference between success and failure in a corporation can very often be traced to the question of how well the organization brings out the great energies and talents of its people .... I firmly believe that any organization, in order to survive and achieve success, must have a sound set of beliefs on which it premises all its policies and actions. Next, I believe that the most important single factor in corporate success is faithful adherence to those beliefs. And, finally, I believe if an organization is to meet the challenge of a changing world, it must be prepared to change everything about itself except those beliefs .... " The institutional leader is primarily an expert in the promotion and protection of values. The basic values: a belief in being the best in the "" "109 / Review for Reiigious, March-April, 1987 importance of the details of execution in the importance of people as indi-viduals in superior quality and service in supporting innovation and tolerating failure. The effective leader must be a master of two ends of the spectrum--ideas at the highest level and actions at the most mundane levels of detail. The top performers create a broad, uplifting, shared: cul-ture, a coherent framework within which charged up people search for appropriate adaptations. The real leader does‚Äô not force others to submit and follow him by the sheer overwhelming magic of his personality. He is influential in inspiring and strengthening them he arouses confidence. Success in instilling values appears to have little to do with charismatic personality. Rather it derives from obvious, sincere, sustained personal commitment to the values the leader seeks to implant, coupled with extraordinary persistence in reinforcing these values. Hewlett- Packard advises its executives to wander around, being approachable, accessible, listening, keeping people informed. Others advise: don‚Äôt summon people to your office go see them. Kill grimness with laughter maintain an atmosphere of informality encourage exuberance. Without such hands on management, it seems nothing much happens. Stick to the Knitting By this Peters and Waterman mean, "Remain with the business you know best." Organizations that do branch out but stick close to their orig-inal purpose outperform others. Successful companies enter only those businesses that build on, draw strength from, and enlarge some central area of competence. ITT began as an international telephone company, but the tools that it took to run a phone company in Chile didn‚Äôt help much in the management of newly acquired Continental Baking and Sheraton Hotels. The result was that ITT had to sell off thirty-three busi-nesses. The lesson is never acquire a business you don‚Äôt know how to run. Minnesota Mining and Manufacturing, makers of Scotch tape, make fifty thousand other products and introduce one hundred new ones each year, but all is built around its central coating-and~bonding technology. Procter and Gamble is good at soap, but Pringles‚Äô potato chips, machined to uniform size in a neat box, is an apparent failure from the standpoint of consumer taste. Simple.Form, Lean Staff The authors are passionate advocates of clear, simple structural organization so that everyone knows to which boss to report. Some staff gain power by keeping everything vague and unclear. Outlaws can use the lack of clarity to their own advantage and to the detriment of the whole. Learning from the Worldly / 193 With simple organization, fewer staff are needed at headquarters to make things work. Emerson Electric, with fifty-four thousand personnel, has one hundred in corporate headquarters Dava Industries, with thirty-five thousand, has one hundred Schlumberger, an oil service company with six billion dollars worth of business annually, has ninety cprporate staff. The Society of Jesus in its headquarters in Rome has ninety-five on the corporate staff for only 25,500 personnel. The story goes around Jesuit circles that at one time our largest province had more departmental provincials than first year novices. "Less is more" in corporate manage-hment, say Peters and Waterman. Simultaneous Loose-Tight Properties By this the authors mean fostering a climate in which there is dedica-tion to the central values of the company combined with tolerance for all employees who accept these values. The central values must be carefully fostered and protected, yet autonomy, entrepreneurship and innovation should flourish among the rank and file. The discipline of shared values provides the framework for all the rest. It gives people confidence to exper-iment stemming from stable expectations of what really counts. Too much overbearing discipline kills autonomy but the discipline of shared values encourages innovation. Rules should reinforce positive traits and not just discourage negative ones. The company should offer meaning, provide guiding belief, create a sense of excitement, a sense of being part of the best, a sense of producing something of quality that is valued. Basic .values should be set in concrete, and executed by attention to mundane, nitty-gritty details. Every hour, everyday is an opportunity to act in sup-port of overarching themes. A lively sense of realism enforces tight disci-pline the attention to the desires and needs of the clientele is the most stringent means of self-discipline. Autonomy and Entrepreneurship Tight discipline and preservation of basic values should not interfere with a stress on innovation, and a tolerance of failure for those who fail in the pursuit of innovation. Some companies support "skunk works" where the talented mavericks of the business brainstorm and experiment. All of this must be coupled with constant communication and the dogged persistence of innovators to put their ideas across. Interestingly enough, physical proximity is vital in this communica-tion. The authors point out that people working thirty feet apart meet each other only eight to nine percent of the time, while those working only fif-teen feet apart meet twenty-five percent of the time. They maintain that 194 / Roview for Religious, March-April, 1987 the best companies do their work in large, self-contained, campus-like headquarters outside the city. What does all this add up to? What I‚Äôve tried to say in a modern idiom and detail drawn from actual studies is only what St. Paul told his Corinthians: "You know (do you not?) that at sports all the runners run the race, though only one wins the prize. Like them, run to win! But every athlete goes into strict training. They do it to win a fading wreath we, a wreath that never fades" (1 Co 9:24-25). The "Active-Contemplative" Problem in Religious Life by David M. Knight Price: $.75 per copy, plus postage. Add ress: Review for Religious Rm 428 3601 Lindell Blvd. St. Louis, Missouri 63108 Modern Media and the Religious Sense of Community Matthias Neuman, O.S.B. Father Neuman is well known to our readers. His last article in these pages was entitled "Personality and Religious Adjustments in Older Candidates" (May/June, 1986). Father Neuman continues to teach at St. Meinrad Seminary St.Meinrad, Indiana 47577. Back in the sixth century St. Benedict, in his Rule, included a short chap-ter on "The Proper Amount of Drink." To modem ears some of its sug-gestions may seem mildly humorous, yet in context a radical practicality pervades the .thought of this monastic genius. We read that monks should not drink wine at all, but since the monks of our day cannot be convinced of this, let us at least agree to drink mod-erately and not to the point of excess, for wine makes even the ffise to go astray.‚Äô Were this same St. Benedict composing a rule for a religious order of the late twentieth century it is quite likely he would feel the need to insert a chapter on "The Proper Amount of Watching Television" with similar suggestions and pleas .for moderation. For few would be the reli-gious men and women today who would agree that they should avoid all television. This article treats some of the background issues which would lead to that hypothetical modern chapter on the proper amount of television. Actually the topic goes far beyond television to include all manner of modem electronic media: radio, stereo systems, cassette players, tele-phones, VCRs and, most recently, computers (can spiritual video games be far behind‚Äô?). What religious house is there that has not felt the inva- 195 Review for Religious, March-April, 1987 sion of this technology? What communities today do not admit into for-mation programs young people shaped by a high-intensity media culture? The electronic media have, for better or worse, become part of the ethos of life in twentieth-century America. My basic premise suggests that the presence of these media has influ-enced the communal shape of religious community life far more drastically than we may initially surmise. Surely the use of such media affect common schedules (viewing a late "Special" on some current event) and budgets ("Our office must have a computer!"). Beyond these surface impacts the involvement with media slowly but surely has shifted our very sense of what community means and how we associate as social persons. To media theorists one of the major human effects of all cultural media, and particularly electronic media, is to create a very specific and delimited realization of "being together," a style of how people gather and interact.‚Äô- For example, television gathers people physically, but focuses their communal attention outwardly and away from the people around them. Relentlessly sustained participation in such media experi-ences will alter slowly the way one interacts and responds in all situa-tions. Television creates an instant community which passively watches. As an interesting sidelight, when television first began to be widely commercial in the 1950s the leading American theorist on communica-tions flatly predicted that it would never be a success because "people would have to sit in a dark room and ignore each other." One might wonder how far that attitude has affected our religious sense of com-munity? Other entertainment media besides television reinforce this psy-chological separation or distancing from one‚Äôs immediate surroundings and relationships. Cassettes and stereos supply individual, isolated encoun-ters with music and detached thoughts. Now with portable stereo and ear-phones we can eat, recreate, shop or work, and clearly advertise that we wish no personal contact with anyone immediately around us. The tele-phone brings instant contact over worldwide distances we start to belong to a global network embracing an incredibly wide range of personal connections. Without our being that aware, these daily immersions into media experience adjust our expectations of personal relationships. In par-ticular they change the way we are involved with the people immediately around us. The previous issue is a critical one for vowed religious who have a spiritual stake in the meaning and practice of community life. According to the Church‚Äôs law, participation in community is essential for one to be considered a religious by the Church 3 in contemporary theology the for- Modern Media and Community mation of authentic community is praised as a preeminent goal of Chris-tian life and ministry and in many modern forms of spirituality the very notion of community inclines toward the realizing of the Trinitarian mys-tery of God.4 But with the arrival of the electronic community we had better stop and take a careful look at what precise actions are implied in the linguistic usage of "community jargon." Under the surface we may find a clash of world views taking place, a clash that undermines real com-munity, an undermining that gnaws away in the midst of people busily doing their daily work, living their lives, and talking incessantly about community as an important aspect of their lives. A brief comparison of these contrasting world views of community might focus our reflections. The ancient notion of "religious" com-munity, as traditionally used of the Church as a whole or of particular vowed communities, rested on a conviction of human solidarity borrowed from the goals, structures and attitudes of a close-knit, agrarian, craft-based or familial society. Community here meant the composite of ways that people lived, worked, prayed and played together. The goal of such sustained daily interaction was communal solidarity, mutual commitment, the sharing of hopes and values in a communality of life. The structures which embedded those goals aimed at a slow, patient, day-by-day, elbow-by- elbow building up of emotional bonds and support systems. Just as one learned to love in familially-arranged marriages, so one learned to be a member of a vowed community by the shaping of common intentions formed through daily work and prayer. These community goals and struc-tures depended on social routines of living that stressed the physical prox-imity and sharing of participants over the long haul of life. This religious vision of community was a prize to be won through sustained work and prayer. The concluding words of the Prologue to the Rule of St. Benedict exemplify perfectly this ancient vision: Therefore we intend to establish a school for the Lord‚Äôs service. In draw-ing up its regu!ations, we hope to set down nothing harsh, nothing bur-densome. The good of all concerned, however, may prompt us to a little strictness in order to amend faults and to s~ifeguard love. Do not be daunted immed!.ately by fear and run away from the road that leads to salvation. It is bound to be narrow at the outset. But as we progress in this way of life and in faith, we shall run on the path of God‚Äôs commandments, our hearts overflowing with the inexpressible delight of love. Never swerving from his instructions, then, but faithfully observ-ing his teaching in the monastery until death, we shall through patience share in the sufferings of Christ that we may deserve also to share in his kingdom.5 1911 Review for Religious, March-April, 1987 How divergent appears the community of the electronic mindset! It presents instantaneous intentions drawn from anywhere in the world, and on any topic, from far bey6nd the gathered viewers, and its heightened visual intensity etches those intentions