Mission Matters
Effective mission networks share seven core values
In upcoming issues of Mission Matters, we’ll be looking at three tools Presbyterians are increasingly using to exert greater collective impact on the world and on their own congregation: mission networks, high-impact projects and global campaigns.
This month, we’ll look specifically at mission networks—the 40 PC(USA) groups that range in size from three lonely individuals to more than 110 representatives of collaborating congregations and presbyteries…and that function from “great” to “not at all.” Based on extensive conversations with mission network leaders and some research on networking, here are what I’ll call the seven core values of effective mission networks:
1. Shared Identity—Effective mission networks are clear on what they are and what they’re not. Mission networks gather and channel the energy, hopes, capacities and needs of members into relationships and shared work, rather than focusing on officer elections, bank accounts and meeting minutes (while these all sound solidly Presbyterian, you limit your impact—and effectively exclude anyone under 35 years old when you structure yourself like a committee). For Presbyterians, the temptation to over-organize can be fatal to a mission network.
2. Understanding the Power of “We”—The first stage of mission network development might be called “Getting to Know You.” The second stage naturally follows the first: the “Mission Marketplace,” where everybody comes to the mission network meeting with a favorite project and tries to lure members of the mission network to support it. While the marketplace is colorful and interesting (well, at least at first!), many networks die a slow death as participants slowly lose interest in mission project shopping and yearn for a space of greater focus and effectiveness. Sadly, these networks die of centrifugal force as everyone pulls away from the group toward personal objectives. Frankly, only about 30-40 percent of our mission networks have reached the third, more effective, stage of network development: that of “Collective Impact.”[1] Some examples are the advocacy work of the Cuba Partners Network for fairer U.S.-Cuban relations; the Israel/Palestine Mission Network’s formidable grassroots education strategy (seen in their high-quality resources used in our denomination and beyond); and the Sudan Mission Network’s capacity to generate significant funding for mission co-workers and partner projects. Each of these networks has achieved a higher level of effectiveness, demonstrated by the large number of congregations represented at each of their annual meetings.
3. Group, Not Individual Members—While sitting together and sharing mission stories with a few individuals can be gratifying, mission networks increase their effectiveness to the extent that each person present sees her/himself as a representative of their congregation or presbytery. While, often, they don’t officially represent a larger body, they should understand their first objective as drawing in the resources, commitment, prayer and insights of their home community. This simple shift in “frame of mind” (“I am here for my congregation—how can I phrase this mission concern in Guatemala in terms my people will understand?”) can increase a network’s effectiveness exponentially because it engages an entire group’s strengths and social location.
4. A Diversity of Gifts at the Table—While God multiplies whatever we bring to God’s mission (from a few loaves and fishes to our time and talents), those mission networks that are able to draw together congregations and presbyteries with a variety of gifts, perspectives and backgrounds are able to bring a wider array of gifts to bear in God’s mission. A mission network that includes a diversity of participants (persons of color, small and large congregations, theological conservatives and liberals) can open up our partial, limited perspectives into a more God-sized vision.
5. Privileging Global Partners’ Voices—Because engaging in God’s mission in partnership with national Christians in every place where possible is foundational to Presbyterians’ understanding of mission and sustainable development, every effective mission network includes representatives of our global partner church or organization in the circle. Otherwise, your mission network can quickly become a space where Americans describe a partner’s needs according to our experiences and then propose solutions that might work in Peoria, but certainly won’t work in Pakistan. In fact, our Presbyterian understanding of a mission network requires the active participation of global partners in that circle—they keep the conversation “real,” the interaction more honest, our activities more fruitful and the entire enterprise more reflective of Christ’s body.
6. The Presence of “Bridge People”—The huge chasm caused by differences of language and culture (and the often hidden power dynamics created by economics, politics and history) is so great that effective mission networks need “bridge people”— folks who have lived in the country of service for an extended period, can translate language and cultural practices, and even raise a timely question that requires deeper conversation with the global partner to answer are invaluable to effective mission networks. PC(USA) mission co-workers serving in over fifty countries around world with global partners often fill the role of "bridge people" for mission networks.
7. Leadership—Leading a mission network is not like chairing a committee. Mission network conveners need an openness to the Spirit, the capacity to discern the gifts around the table, a willingness to set aside personal agenda for the group’s, strong cultural proficiency, and an abiding recognition of the difference between a network and a committee. The most effective mission network leaders are those who serve for a time (two years is optimal) and then allow others to serve; who naturally encourage every participant to consider how they can further the network’s common objectives; who think strategically (or ensure strategic thinkers are included in discussions where priorities are identified and agreed to); and who understand leadership as leading in the way of Jesus Christ—as a servant leader. Mission networks that lack this kind of leader need to prayerfully consider how to fill this gap.
Ellen Sherby and Presbyterian World Mission’s “Equipping for Mission Involvement” office has a host of best practices, strategies and suggestions to help mission network participants (ellen.sherby@pcusa.org).
What Margaret Meade once said about individuals (“Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has”) is even truer for Christ-centered mission networks that are willing to prayerfully plan, intentionally include and sacrificially give time and talents to engage together in God’s mission in the world. This is one way the Spirit is enabling us to change the world one life at a time—including our own!
[1] From a fascinating and seminal article on the power of broad collaboration to address complex problems described in the Stanford Social Innovation Review
(Winter, 2011: pp. 35-41).http://ssir.org/articles/entry/collective_impact
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