Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Library and Museum Collections Description An account of the resource Please browse the more than 8000 knit- and crochet-related treasures in the CKC Collections Resource <a href="http://digital.centerforknitandcrochet.org/collections/show/1">Museum and Library Collections</a> (drawn from <a href="https://dp.la/info/developers/" target="_blank" rel="noreferrer noopener">Digital Public Library of America</a>). CKC is seeking new partner organizations to share their collections of knitting and crochet with visitors to this resource. Contact us at <a href="mailto:collections@centerforknitandcrochet.org">collections@centerforknitandcrochet.org</a> for more information about participating. <br /><br /><a href="https://docs.google.com/document/d/11Hb_Y75HnhkCE5i4mKpcTlB8Msp_lB0XUtQr5S8XXKA/edit?usp=sharing" target="_blank" rel="noreferrer noopener">Learn more about criteria for Share Your Treasures.</a> Identifier An unambiguous reference to the resource within a given context 1 Still Image Upload at least one image that shows the object in its entirety along with detail views as desired. • Jpeg format • At least 3 MP in size • 300 ppi • Images produced with digital camera to highest quality setting (e.g. superfine, best) are usually acceptable. • Users who want to contribute video or audio files please contact info@centerforknitandcrochet.org for more information. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. 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 t-knit, closed system in which team members avoid deviating from consensus. The ingroup thus shares an illu-sion of unanimity concerning most of its judgments and posi-tions. In the worst scenario, certain members of the ingroup unwittingly assume the role of "mindguards" who protect the leader and other ingroup members from adverse information that might break their sense of well-being about their past decisions. Groupthink can result from a largely unconscious effort on the part of a leadership group to fortify itself, in ambiguous and con-flictual times, against perceived threats from the outgroup. It is characterized by the ingroup‚Äôs feeling a certain invulnerability and having exaggerated optimism about the future. Negative feed-back has been dismissed by rationalizing, by stereotyping the behavior of members who disagree as invalid, irrelevant, erro-neous, disloyal, or uninformed. The search for truth has thus been compromised not only in the leadership group but also throughout the community, because sincere engagement between the ingroup and the outgroup has been aborted. W-hen diversity of thought has been stifled within a leadership group, stagnation, boredom, and a certain brittleness, set in. This situation comes from a misunderstanding of consensus, but it often masquerades as a nonhieratic, more feminist model of managing disagreement and arriving at decisions. Groupthink is serious and should not be underestimated. Group analysis has shown that the membership of any large group reflects the deficiencies of its leaders. V~rhen diversity of opinion, conflict, and serious dialogue find little or no room for expression in the leadership group, the membership will unconsciously mir-ror the leadership or react strongly to it, in either case jeopar-dizing the common good. Review for Religious In order to counter the unconscious pull toward groupthink, leadership teams may wish to set up safeguards. They could, for example, devise ways of getting critical evaluations of decisions and actions (including evaluations from outside the leadership team) they could, before coming to agreement, probe for alternatives they could seek and happily come up with more than one way of addressing a given issue they could broaden the decision-making base by consulting persons from different disciplines and areas of expertise they could, after a period of time apart, hold a sec-ond- chance session to readdress the issue they could simply ask whether there is "too much unanimity." Promoting Efficacious Communal Action Leadership teams that manage conflict well and avoid group-think instill in their communities the belief that it is indeed pos-sible for something important and significant to come from concerted communal action directed toward the greater good (Bandura, 1997). On the other hand, if a community has little sense that it is making a difference as a group, it will experience organizational anxiety, corporate depression, and a growing fear of the future and it will not attract new members. Leaders who work well with conflict and promote the unity of the group through a clear commitment to pursuing the truth together make a difference in this world of ours. Their fearless-ness and passion in repeatedly calling the group to fidelity to its mission have an impact. If all else is equal, a group that is more unified and clear about its identity and mission will endure beyond one that is fragmented. In other words, integration and unifica-tion contribute to life disintegration and fragmentation, to demise. We know well that our desire to flourish is not an end in itself. Rather, we choose life as members of religious institutes because we are committed to radical discipleship. We commit ourselves to a vowed life in community in order to make a differ-ence-- for the poor, the oppressed, the vulnerable, and the aban-doned in our world. We believe we can do this better because we are united as sisters, and so we invite others to walk with us. We do this not simply to bolster our sense of well-being, but because we believe desperately in the mission of Jesus to promote justice and right relationships among people, between people and their Januaty-Februa~y 1998 Markham ¬Ø Leadersh~ for the Common Good God, and among all the various peoples that dwell upon this planet. We know that this work is not finished. We invite others to join us in this connective mission of pursuing what is true, what is just, what is merciful, and what ultimately is the One who unites us all. Most of our congregations have identified issues which they see as critical to the common good of our society today. In meet-ing with communities across North America, I have noted a remarkable consensus on the critical issues calling for our response as women religious. Through chapter acts, vision statements, and communal goals, concerns about the environment, racism, the poor and oppressed, spirituality, and women‚Äôs needs and oppor-tunities continue to surface. These concerns, besides inviting our deep compassion, recall us to our commitment to live the gospel as wholeheartedly as we can. I watched in awe as the NASA scientists shared the excite-ment of accomplishing something awesome. This team of women and men was jubilant that their Martian dreams, their hard work, their collaboration gave us earthlings a chance to see another world. They were passionate, and millions of us on the Internet shared their passion as we took in the unfolding events. Why, then--though our dreams and efforts on behalf of the oppressed and abandoned bring successes and are no less altruistic than those of NASA scientists--do we seem not to have such excitement and passion about our corporate accomplishments, either just among ourselves or in the eyes of others? I found myself pon-dering this question with a tinge of sadness as I watched the ongo-ing televised press briefings. We want to make a difference in our mission. We want to see something come of all our hard work. We want to know that we are participating in something that makes a tangible difference in our world. We long for excitement and passion regarding our work. When a group has a sense of nothing much coming from a colossal effort, it gets discouraged. Negative corporate conse-quences follow: heightened individualism, attrition of member-ship, loss of momentum, corporate sluggishness. While many of us individually experience satisfaction in know-ing that we are addressing those compelling needs identified through our chapter processes, I wonder if we are depriving our-selves of the possibility of magnanimous corporate accomplish-ment. I wonder if the aggregate of our individual good works has Review for Religious buried in oblivion our ability to do something passionately, and concretely, together. What might it mean for us if we were to spec-ify concretely what we will do together as a congregation--or per-haps all of our congregations in concert--by way of making a passionate and grand contribution to this Mother Earth of ours, especially the neediest causes on it? I realize that, as soon as we entertain thoughts of concerted and clearly defined com-munal endeavors, we may conjure up our worst memories of the past. The urgency of the needs of these times, however, demands that we let go of that history and allow the fire of a revived corporate passion to brighten our eyes and our vision as we look toward the future of the life and labor for which God called us together, and keeps calling us. We have dedication and commitment and a vision and a mission that are at least as broad and deep as the NASA team has. We are attuned to needs that make the Martian endeavor look small and childlike. Oppression and exploita-tion are no strangers to us. The exploitation of our planet, of the abandoned, of women and children, is daily being resisted by wonderful women religious all over this continent and beyond. But now is a time for us to come together, in ways we have never imagined, to make an even greater difference for the good of our world‚Äôs people. We join with John Paul II in seeing ecological concern as a driving force in the communal mission to which we are called: The earth is ultimately a common heritage, the fruits of which are for the benefit of all .... It is manifestly unjust that a privileged few should continue to accumulate excess goods, squandering available resources, while masses of people are living in conditions of misery at the very lowest level of sub-sistence. Today the dramatic threat of ecological breakdown is teaching us the extent to which greed and selfishness-- both individual and collective--are contrary to the order of creation, an order which is characterized by mutual interde-pendence .... Simplicity., moderation, and discipline, as well as a spirit of sacrifice, must become part of everyday life, lest all suf-fer the negative consequences of the careless habits of a We commit OldYselves to a vowed life in community in order to make a difference-- for the poor, the oppressed, the vulnerable, and the abandoned in our world. Januao~~Feb~wa~y 1998 Markham * Leadershi~for the Common Good few .... An education in ecological responsibility is urgent responsibility for oneself, for others, and for the earth .... (John Paul II, 1990) Engaging in this efficacious action on behalf of the common good calls each of us to a deeper expression of our personal value and meaning and makes it available for the well-being of one another. To lead on behalf of the common good is as exciting as it is heroic. To stay centered on the ultimate vision of unity to manage conflict in service of what is true, faithful, and just to stand committed to the unfolding meaning of our identity in mis-sion-- these things are the substance of leaders who invite con-version and the linking of spirits and hearts at a time when not to do so is, all too probably, to toy with death. Steering Clear of Resistance Temptations to let oneself be drawn away from the demands of such a ministry of spirit-linking leadership abound. To allow oneself to be caught up in efforts directed toward problem persons and a minimal status quo is to entrench oneself and one‚Äôs con-gregation in a futile defensiveness. Recognizing the difference between getting caught up in crisis management and working with the crisis in order to promote the common good is an art form that requires continual attention and development. In the process we must guard against a certain emotional and behavioral passivity that lulls us into a tolerance of diversity without restraint. Individual efforts and accomplishments should not crowd out the larger vision of a community‚Äôs contemporary identity in mis-sion. When community leaders sideline or postpone or limit a unified group response to the crying needs of God‚Äôs people and God‚Äôs world, when leaders give too much attention to individual members (to their preferences, their convenience, even their per-sonal gratification) or fail to set limits on behaviors that stand in the way of the greater good, then something is wrong. Any group, of course, has maintenance tasks that need atten-tion. But how much time and energy should those entrusted with leadership today spend on those tasks? Honest self-evaluation of the use of team time is an important reality test for a leadership group. Such a group needs continual creative redesign so as to become or remain free to lead and not just manage. Beyond merely managing or even merely leading, I ask con- Rev&amp;w for Religious gregational leaders to call one another and to call our communi-ties to heroism. Call us to risk entering into conflictual conver-sations that hold promise of connecting us in trust and in hope to one another. Lead us into the midst of difficult dialogues that will bring us into deeper and more respectful relationship with all who long for a church, a society, and a world in which communion in spirit and in truth prevails. Risk calling us to concrete corpo-rate ministerial responses. Invite us to be passionate. Help us to face together the different, the other, the frightening, and the unexpected so that we may discover ever more deeply that the good which we hold in common is nothing less than participa-tion in the compassionate goodness and mystery of God. Bibliography Bandura, A. "Human Agency: The Emperor Does Have Clothes." Canadian Psychological Association Convention, Keynote Address, June 1997. Bellah, R., et al. The Good Society. New York: Alfred A. Knopf, 1991. Claremont de Castillejo, I. Knowing Woman:/t Feminine Psychology. Harper Colophon Books, 1974. Hollenbach, D. "The Common Good Revisited." Theological Studies 50, no. I (1989), pp. 70-94. Hollenbach, D. "The Catholic University and the Common Good." Current Issues in Higher Education 16, no. 1 (1995). John Paul II. "Peace with God the Creator, Peace with All of Creation." Papal statement, 1 January 1990. Lipman-Blumen, J. The Connective Edge: Leading in an Interdependent World. San Francisco: Jossey-Bass, 1996. Rivers, E The Way of the Owk Succeeding with lntegv-i~y in a Conflicted World. HarperSanFrancisco, 1996. Roszak, T., M.E. Gomes, and A.D Kanner, eds. Ecopsychology: Restoring the Earth, Healing the Mind. San Francisco: Sierra Club Books, 1995. Tracy, D. Plurality and Ambiguity: Hermeneutics, Religion, Hope. San Francisco: Harper and Row, 1987. Whyte, D. The Heart/1roused: Poetry and the Preset‚Äôration of the Soul in Corporate America. New York: Doubleday Currency, 1994. Wren, J.T., ed. The Leader‚Äôs Companion: Insights on Leadership through the Ages. New York: Free Press, 1995. Janttary-Feb~‚Äôuary 1998 thNv N E MUNLEY Hearts Afire: Leadership in the New Millennium I love you, God, with a penny ~natch of love that I strike when the big and bullying dark of need chases my startled sunset over the hills and in the walls of my house small terrors move.~ ~edeeSSica Powers‚Äôs image, "a penny match of love," is a won-rful imag~e o.f human desire for God that yearns" to be stronger, that yearns to ignite hearts, capture imaginations, shape dreams, and awaken possibilities. There is nothing paltry about God‚Äôs gifts. God longs to kindle our penny matches of love into a growing fire as we gather here, more than a thousand strong, representing ninety-four percent of the women religious of the United States. It is a precious gift to be alive and to be called to leadership as one millennium ends and another begins. The last decades of the 20th century have been a time of cataclysmic change. The coming of the third millennium is certain to prompt diverse mus-ings about the challenges of this moment in history. Some, lament-ing present evils, will forecast doom. Others will gloss over substantive issues of dignity and justice to focus on the bizarre. Still others, including ourselves, will view the millennium as a kairos time for renewing hearts and transforlning society. Anne Munley IHM presented this paper, here edited and somewhat short-ened, as the presidential address to the August 1997 national assembly, in Rochester, New York, of the Leadership Conference of V¬¢o~nen Religious. She may be addressed at the I.H.M. Center 2300 Adams Avenue Scranton, Pennsylvania 18509. Review for Religious The year 2000 presents the world with an extraordinary occa-sion to commemorate-the birth of Christ as an historical fact and as a saving event for humanity for all times. The new millennium is an invitation to renewed wonder at the lavishness of a God who so loved the world that Jesus, the Christ, took on human flesh that all might become alive in God. We are called to leadership in a time when humanity yearns for connection with God, with one another, and with all creation. Yet we are acutely aware that we live in a world of violence, envi-ronmental desecration, economic polarization, racism, poverty, systemic oppression, and cultural breakdown. Our senses are bur-dened with images of human suffering in the homes, streets, vil-lages, neighborhoods, suburbs, and cities of this nation and throughout the world. In this age of globalization, when the peo-ples of the world are linked together as never before by commu-nication, economic interdependence, and the diffusion of cultural values, gaps continue to grow between rich and poor. Most peo-ple would agree that beneath obvious contemporary problems lie a crisis of the spirit and an erosion of concern for the common good. There is little sense that all the peoples of the earth are brothers and sisters having a common destiny in one global fam-ily created by the God of infinite love and compassion, but such a sense is what is needed." Inside the walls of our house, "the bul-lying dark of need" aches to see flames of love and moral com-mitment, aches for a revolution of the human heart and a resurgence of spiritual leadership. There are many signs of hope for this moment: conscious-ness that there is a crisis, desire for practical life-giving solutions, hunger for meaning, purpose, and direction and a longing for connectedness. The biblical concept of jubilee offers a revolu-tionary vision of reform for these times. The call to jubilee rec-ognizes the sanctity of time, the sacredness of creation, the importance of rest and contemplation, the equality of all in the eyes of God, the need to attend to the common good and the jus-tice of right relationships. The biblical jubilee calls for forgiveness, reconciliation, and joy, not ju.st an inner joy but a jubilation that is expressed in communal celebration) In proclaiming a new covenant of unity among peoples, Jesus brought the jubilee promise to life. We lead in a time of soul-stretching possibility. It is a holy time for "bringing good news to the afflicted, liberty to captives, January-Februaly 1998 Munley . Hearts Afire sight to the blind, and freedom to the oppressed." One of the greatest gifts that leaders can bring to this age is a sense of hope that transformation is possible. This gift is a penny match of love that can ignite great fires. Scientists tell us that tiny movements can have a huge cumulative impact on vast systems.4 Spiritual seekers discovered this truth long ago. In the words of Kukei, an 8th-century Zen master: "A hand moves, and the fire‚Äôs whirling takes different shapes .... All things change when we do."SMore than anything else these times need leaders who can bring to the outer world the transforming spirit of the inner world. Spiritual Leadership Recent literature about leadership reflects growing awareness that spirituality sustains community, meaning, and hope. The titles of many of these works suggest a shift toward conscious-ness of the inner life: Leading with Soul, The Corporate Mystic, The Heart .4roused, The Soul of Politics, and "Leading from Within.‚Äô‚Äô6 The message of Leading ~vitb Soul is that leadership is a jour-ney of the heart. Heart, hope, faith, compassion, and courage are essential to leadership, to the creation of communities of mean-ing, and to a rediscovery of the ethical and spiritual center of society. Corporate mystics are spiritual leaders who are comfort-able with their own spirituality and who nurture the spiritual development of others. Corporate mystics call forth the best in themselves and others they operate with integrity and intuition and pursue their visions with passion and compassion. In The Heart/1roused, the poet David Whyte links the inner world of spirit and creativity to the preservation of the soul in corporate America. Whyte knows well that leadership from within involves far more than techniques, plans, goals, or strategies. In his latest book of poetry, The House of Bdonging, he urges us to remember:7 What you can plan is too small for you to live. To be human is to become visible while carrying what is hidden as a gift to others. Re‚Äôview for Religious Jim Wallace in The Soul of Politics and Parker Palmer in his essay "Leading from Within" emphasize responsibility for co-creating the world we live in by bringing to it the best of our spiritual traditions and convictions. Our spiritual traditions tell us that we are not victims of the world as it is, but are its co-cre-ators. Borrowing from Annie Dillard,s Palmer says that, unless leaders are willing to take the spiritual journey inward and down-ward, we are likely to project what we hate in ourselves onto other people because we fear to face the enemy in our own souls. Great leaders have the courage to face their shadow side and consciously choose to project a spirit of light. Our own experiences on the inner journey and as women religious committed to co-creation of a just and loving world are a valuable part of our call to lead-ership within our communities. Gift of a Heart Afire At this national assembly of ours in outstate New York, I recall the determination and incredible belief in possibility of the hand-ful of women who organized in 1848 the Seneca Falls Convention that lit a fire to change the legal and political position of women in the United States. Using various means to secure suffrage for women, leaders like Elizabeth Cady Stanton, Lucretia Mott, Susan B. Anthony, Lucy Stone, and Carrie Chapman Cart drew on their inner fire to breathe spirit and passion into their quest for reform. Women like Mice Paul, Lucy Burns, and Rose Winslow must have drawn deeply on their inner strength as they endured impris-onment, hunger strikes, and forced feedings. I recall also the countless women from all ethnic, class, and racial backgrounds who addressed severe social problems at the end of the last century and the early decades of this one. I recall the inner fire, faith, and vision that sustained the founding and pioneer members of our congregations, enabling them to over-come great obstacles. In the depths of their hearts they realized that, for those who love, the impossible becomes possible. I am conscious of the millions of people who daily confront abuses of human rights and work for change. I am conscious of all of the women religious throughout the world who, with listening hearts and eyes focused on today‚Äôs fierce urgencies and spiritual hungers, continue to imagine alternate possibilities as they struggle toward the reality of God‚Äôs reign in the immediate circumstances of daily January-February 1998 Munley . Hearts Afire life. I am conscious of the collective spiritual energy in this room and of the force that it is for the life of the world. Understood in its broadest sense, spirituality includes more than the inner life. It is, in the words of the theologian Anne Carr, "the whole of one‚Äôs spiritual or religious experience, one‚Äôs beliefs, convictions, and patterns of thought, one‚Äôs emotions and behavior in respect to what is ultimate, or to God.‚Äô‚Äô9 As women of faith and conviction, the greatest resource we can bring to the new millennium is the spiritual leadership of a heart afire. Spiritual leadership rooted in the gospel involves working for a transformed understanding of the good life as life that is profoundly good for all. When the heart is on fire, light comes from within. With the "eyes of the enlightened heart," we can see the hope to which we are called (Ep 1:18). By baptism and the mystery of vocation we have proclaimed publicly that the quest for God and the new creation is the fire of our lives. Our world longs for visible expressions of God‚Äôs saving presence and for new ways of seeing that are graces of the inner experi-ence of God‚Äôs love. In the Christian tradition seeing with the eyes of the heart occurs on the journey of discipleship. Discipleship is not an easy journey. It is an ongoing effort to live the gospel with integrity--trying, sometimes succeeding, often failing, recognizing the need of being forgiven and then trying again. It is a way of being in the world that affects every relationship. Disciples shape one another according to the action of the Spirit in their lives. The energy of the disciple flows from faith in what_is unseen yet believed. At its root, discipleship is a call to a love that never gives up on God, one‚Äôs neighbor, or oneself. Disciples are called to love well., as Jesus did, with hope, truth, fidelity, and compassion. This leads inevitably to taking a stand with the Christ of the paschal mystery, who willingly laid down his life in love so that all may have life in abundance. In these times, spiritual leadership rooted in the gospel involves working for a transformed understanding of the good life as life that is profoundly good. for all. Such transformation will happen in our communities and in the world around us when Review for Religious precepts of compassion and justice inspire the collective soul and have an impact on behavior. All around us and among us there are compelling stories of discipleship. As leaders we need to see them with the eyes of the heart. In the sharing of the stories, heart touches heart and souls are filled with the spirit that makes ongoing commitment possible. Meaning-Making Spiritual leaders empower their communities for ongoing commitment by keeping questions of meaning before them: Why are we together in community? How are we called to the unique circumstances of these times? What is our commitment to one another and to those with whom we journey? In times of sub-stantive change there is an extraordinary need to explore ques-tions of meaning and purpose. In the midst of chaos, a coherent worldview and a dynamic understanding of the relevance of reli-gious life are helps toward interpreting the signs of the times and living discipleship with integrity. Leaders can make an enor-mous contribution to this process by helping the other members to make sense of shifting fealties both outside religious !ife and within it. At the deepest level, our congregations are held together by myths, values, beliefs, and foundational stories. These are the roots of the congregation‚Äôs identity and purpose. They constitute the why of our being together as communities. They have their effect on the passion with which we live our mission. They influ-ence the way we use resources, the way we work together to press the mission forward. The shared meaning and work and mem-ory of our lives together provide symbols, relationships, and prin-ciples for making sense of the changes going on within us and around us. Shared meaning is essential for shared commitment. At a time of rapid social change and shifting demographics and resources, spiritual leadership is not about getting people to do something. It is about helping the group to keep before itself the kind of meaning that will guide choices and call forth com-mitment.~¬∞ Spiritual leadership is a group process rather than an individual‚Äôs personal qualities or skills. It is interactive and rela-tional. When members of a community are closely involved in piecing shared meanings together as a basis for corporate action or direction, they experience significance together, discovery together, leadership together. Today, as many congregations grap- pie with issues of governance and restructuring, it is a key func-tion of leadership to foster meaning-making together. The more things change around us and within us, the more important it will be to create connections for exploring the pos-sibilities that change and newness offer. As Margaret Wheatley notes, "Life invites us to create not only the forms but even the process of discovery.‚Äô‚Äôl~ The kind of effort that we put into mean-ing- making will affect the credibility of our way of life as well as our own sense of authenticity and integrity. Integrity and Justice In Title A name given to the resource Jesuits -- Periodicals Monasticism and religious orders -- Periodicals City of Saint Louis (Mo.), http://www.geonames.org/4407084 Subject The topic of the resource Missouri Province of the Society of Jesus Type The nature or genre of the resource English Creator An entity primarily responsible for making the resource http://cdm17321.contentdm.oclc.org/utils/getthumbnail/collection/rfr/id/359 References A related resource that is referenced, cited, or otherwise pointed to by the described resource. full:001:http://cdm17321.contentdm.oclc.org/utils/getthumbnail/collection/rfr/id/359 Relation A related resource linkto:001:http://cdm17321.contentdm.oclc.org/cdm/ref/collection/rfr/id/359 Heartland Hub Source A related resource from which the described resource is derived none