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Missions Partnerships Dr. Robert Patton Missionary to Suriname, South America

18 missions partnerships

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Thoughts about partnerships in missions and some basic principles to apply

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Page 1: 18 missions partnerships

Missions Partnerships

Dr. Robert PattonMissionary to Suriname,

South America

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Disclaimers

Much of the material is summarized from:

Elder, Duane: Cross-Cultural Connections

Butler, Phill: Well-Connected

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Disclaimers

Much of the material is summarized from:

Ricketts, Daniel: Making Your Partnership Work

Lederleitner, Mary T: Cross-Cultural Partnerships

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Partnerships are becoming more necessary

About 75% of all Christians live in Africa, Asia, Latin America and Oceania

There is some Christian presence in over 94% of the world’s population, although in some areas they are persecuted and underground

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Christian mission movement

The number of missionaries are growing at 5x the rate of the west

We need to be willing to partner with the persecuted church

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Partnership types

Association Service alliance Multilateral alliance Joint venture Complementary partnership Merger

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Partnership types

Association Common interest Independent Mutual encouragement Limited exchange of resources

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Partnership types

Service alliance Association of independent

organizations One organization supplies resources

or services for the other Multilateral alliance –

several groups with separate actions but a common purpose

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Partnership types

Joint venture Short term alliance of independent

ministries Usually limited or specific purpose Example – small-scale development

project

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Partnership types

Complementary partnership Long term alliance who share

complementary resources, gifts and abilities to achieve a common purpose

Merger – incorporation of one ministry into another

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Three imperatives of partnership

Vision Relationships Results

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Vision

A shared and compelling vision for the future

Compatibility with partners Ground rules to solve problems

arising in the partnership

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Relationships

Alliance champions – who is responsible to make the partnership work?

Intercultural understanding – what are the traps and cultural differences which may hinder our working together?

Mutual trust – what gives us confidence in each other?

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Results

How does this partnership make a difference in the work of the gospel?

Documentation – how do we follow agreements, contributions, and outcomes?

Learning and change – how do we handle changes, opportunities and disappointments?

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Shared vision is key

It is a guidance system to keep the partnership on track

It is a compelling picture of what is possible to achieve

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With vision – why partner?

Why do the organizations need each other?

What can be gained through partnership?

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Time from vision to plan goals

Goals must bring real value to the ministry of the gospel

They must align the strategic interests of the partnership

They must take full advantage of the skills, resources, and talents of each partner

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Goals answer questions

What difference does the alliance make in promoting the gospel?

What does each partner gain? What skills, resources, and talents

does each partner bring to the alliance?

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Benefits must go both directions

Otherwise you may develop: Paternalism Dependency

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Allow time to adjust

As goals clarify, you will probably need to adjust, to learn, and to shift some things around…

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Compatibility

Define the areas of compatibility and also of differences

Study both resources and the way the organizations work

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Compatibility

Organizational – what abut fundraising, accounting, advertising, management

Ministry priorities should be at the top = church planting, etc.

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Ground rules: roles and responsibilities

Outline what roles are needed Define the responsibilities which

come from the roles Each partner should do apart and

then compare

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Ground rules – sharing information

What key information is needed? How do we get this information What form should the data have

for access and use Have written plans defining the

goals and action steps of the partnership

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Ground rules – sharing information

Consistently share information clearly Have at least one representative from

each organization to coordinate everything

Meet regularly to see how things are going; provide periodic reports

Project proposals or changes must be signed by both partners

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Finances in partnership

Don’t fear asking questions What financial information is

needed? How do we keep track of finances

for joint projects? How do we show financial

integrity?

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Fundraising

How do we approach donors? Who is the contact person for

donors? How do we promote the financial

needs?

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Sound financial practices

Funds go to the organization, not to the individual

Transfer funds carefully according to agreements

Do not obligate the partner without getting a WRITTEN OK first

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Sound financial practices

Have audited financial reports each year, with both partners getting the report

Allow each partner to publicize and give information

Promote approved projects only Explain the relationship in publicity

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Conflict resolution

MOST CULTURES VALUE RELATIONSHIPS ABOVE TASKS

Most cultures consider critical words and actions as a direct attack on the individual – they do not separate the task and individual!

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Conflict resolution

Ask questions first, be a learner Suspend judgment at first Be very careful about evaluating

statements and placing blame Indirect approach best – with

deference, courtesy, and patience Mediator from the same culture

helps

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Conflict resolution: Ground rules

Handle with prayer Constructive manner, courtesy Listen carefully and understand

the concern of others Describe what you KNOW – not

surmise or suspect

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Conflict resolution ground rules

Aim to meet the needs of both partners

Let your partner know your needs clearly

Concentrate on fixing the future When you make a mistake,

acknowledge it, make it right quickly, graciously, and generously

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Exit procedures

How long is this relationship? Does it last indefinitely or have

an end point? When will we know if we have

achieved our purpose

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Exit procedures

When will we review the quality and results of this relationship?

What signs show that we should end the relationship?

What are the steps we should take to change or stop the relationship?

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Exit procedures

What behaviors could break the relationship?

Set dates to evaluate the meaning and impact of the relationship

Outline steps to close the relationship

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End on a high note with thanksgiving! Evaluate the relationship at set

intervals Consider dissolution only after

investigating a breach of the agreement and necessary corrective action

Document in writing the reasons to end a relationship

Give advance warning and set date for termination

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The key to partnership – the coordinator

Build rapport – know and appreciate each other – if possible, face to face

Provide leadership Approval of senior leadership Securing resources Cast vision Personal passion Keep commitments

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Coordinator tasks

Clarify expectations – and focus Simplify – flexible but keep on

target Keep communications Go the distance – don’t quit – even

in trials or suffering Keep God in the center

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Qualities of a good coordinator

Realistic – always challenges Political sense – look for win-win Poise under fire Sense of honor Creative thinking

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Intercultural understanding

Learn the culture – what to expect Know their norms and values Go from general to specific Learn by doing Learn by comparison

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Trust

With greater cultural distance and interdependency, more understanding is needed

When you share as partners, you share both the power and the risks

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Areas of trust – all are needed

Intentions – you have my interest at heart

Competency – you can get the job done

Perspective together

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Consistent integrity

Share what we know – be careful, remember that most cultures speak indirectly, and you may be misinterpreted as promising

Consistency with all people, not changing our story

Consistent over time – and if we fail, admit honestly

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Meaningful results

Let you see the benefits Give feedback Give motivation Give renewal Give cause for celebration

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Results should be

Strategic – confirming the vision of partnership – you are on the right track

Balanced so that both partners benefit

Be careful if you are the financial donor that you think that you make the bigger contribution

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Synergistic results – greater than either partner alone

First, you must know the task requirements

Second, you must know each partner’s strength and weaknesses

Third – leverage from strengths

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Document results

Gives a history Sharpens your memory as to what

actually occurred Current data – keeps you up to

date

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Learn and change

Both partners learn together and adjust together

Learn from structure and processes

Build in time for planning and feedback and reflection

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Help learning to occur

Establish an environment to enhance learning

Tell people what they need to succeed in their jobs

Help people set achievable goals Provide feedback on work

performance Give necessary information

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Help learning to occur

Involve workers in evaluation and decision-making

Match talents and job requirements Let them solve problems themselves Give a chance to see best practices Celebrate success

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Cultural attitudes are important for success

Cross-cultural partnerships need proper attitudes on our part to have success

We need to discern the difference between right and wrong and what is cultural difference

We tend to make instant decisions without understanding that different = wrong

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Take time

Take time to understand the culture Take time to build relationships

with others In many partnerships, other

countries will take days to get to know the other group to see if they can work together- focusing on relationship, and not just on task

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Identify expectations

This is a good way to start. Then we can anticipate problems Otherwise you may react

inappropriately with anger, bitterness, irritation and criticism

Suspend initial judgment and get information

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Remember Americans attitudes are not always the best

Americans are seen as assertive, arrogant, outspoken, task oriented

Instead, be open and accepting

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Openness

Be careful with eye contact with older persons and those of opposite sex – may be misinterpreted in other cultures

Reach out Ask questions When people come, be slow to say

goodbye and invite them back

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Acceptance

Communicate value, respect and worth to others

No personal rejection Accept differences which do not

violate the word of God

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Trust

Building trust takes time Ask what it takes to build trust in

that culture Nothing really significant will occur

until there is solid trust

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Important cultural differences

There are several key differences in the USA culture and the culture of your partners

It is very important to understand and work through these differences

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Time and event

USA criteria – chronos time Time is linear Time= money

This tends to make people into machines

This is typical of a task-oriented culture

Time tied to economics

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Time and event Agrarian economy – event time (kairos) There is a time to do this, and a time to

do that The event is more important than time More focus on relationships than tasks Jesus was relational – love God and love

people

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Individualism & Collectivism

USA – individualistic and independent 2/3 world – usually collectivistic with

interdependence. The technologically savvy young man may still ask advice of the elderly when making important decisions – what is the impact on the entire family?

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Possessions

USA = this is mine. I will keep it if I want Others = this is ours. I will share it with

you Ideal in USA – independence and self-

sufficiency. But this is often seen as greed in other cultures – you are not willing to share what you have

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Categorical & holistic thinking

USA – categorical thinking Things seen in black/white Analytical longitudinal logic (think

algebra, geometry) Others look at the entire situation

as a whole. The whole is greater than the individual parts

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Logical thinking

USA – direct, categorical, put people in their niche

2/3 world – Indirect logic, let people save face

African logic may have one central point and illustrate many different ways

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Achieved and acquired status

It is important to recognize status. You can make a big mistake if you don’t handle people equal to their status. For example, don’t send lower status people to deal with top status people in a partnership. Otherwise there is an incompatibility.

You can easily make someone lose face, and that is a serious problem

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Achieved or acquired status

USA – acquired – what you earn. “anyone can become president”.

Many other countries – you are born into status Family Caste Age & gender Birth order

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Guilt versus shame

There is some overlap, but significant differences

Shame – external pressures from significant others. You have let down the group

Guilt – internal pressure from your conscience because you have violated external laws

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Warnings about shame Giving blame – will be taken personally Pointing out shortcomings – only with

great care, privately mixed with a lot of praise

Errors – sometimes best to let them go Comparisons – be careful not to

negatively compare your partner, etc

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Warnings about shame

Requests – best to ask indirectly so that one will not lose face when he must refuse

Refusals – not directly, but indirectly. (Right now, I cannot, but when I will be able….)

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Summary and Conclusions

It is virtually inevitable that partnerships will develop between donor and recipient nations. There is great power when the strengths of both can be syncronized

However, there are a number of cultural traps which must be avoided

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Summary and Conclusions

Christian maturity and cultural awareness can bridge the gaps and allow work for the Lord to progress so that He will be glorified

We need to remind ourselves that we are in one body – the body of Christ. The body must work together.