MI 361 Lesson 7 audio PowerPoint Missions and Money Lesson 3 Partnersh

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Information about MI 361 Lesson 7 audio PowerPoint Missions and Money Lesson 3 Partnersh

Published on February 17, 2014

Author: teachingmissions

Source: authorstream.com

Missions Partnerships: Missions Partnerships Dr. Robert Patton Missionary to Suriname, South America Disclaimers: Disclaimers Much of the material is summarized from: Elder, Duane: Cross-Cultural Connections Butler, Phill: Well-Connected Disclaimers: Disclaimers Much of the material is summarized from: Ricketts, Daniel: Making Your Partnership Work Lederleitner, Mary T: Cross-Cultural Partnerships Partnerships are becoming more necessary: 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 Christian mission movement: 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 Partnership types: Partnership types Association Service alliance Multilateral alliance Joint venture Complementary partnership Merger Partnership types: Partnership types Association Common interest Independent Mutual encouragement Limited exchange of resources Partnership types: 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 Partnership types: Partnership types Joint venture Short term alliance of independent ministries Usually limited or specific purpose Example – small-scale development project Partnership types: 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 Three imperatives of partnership: Three imperatives of partnership Vision Relationships Results Vision: Vision A shared and compelling vision for the future Compatibility with partners Ground rules to solve problems arising in the partnership Relationships: 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? Results: 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? Shared vision is key: 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 With vision – why partner?: With vision – why partner? Why do the organizations need each other? What can be gained through partnership? Time from vision to plan goals: 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 Goals answer questions: 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? Benefits must go both directions: Benefits must go both directions Otherwise you may develop: Paternalism Dependency Allow time to adjust: Allow time to adjust As goals clarify, you will probably need to adjust, to learn, and to shift some things around… Compatibility: Compatibility Define the areas of compatibility and also of differences Study both resources and the way the organizations work Compatibility: Compatibility Organizational – what abut fundraising, accounting, advertising, management Ministry priorities should be at the top = church planting, etc. Ground rules: roles and responsibilities: 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 Ground rules – sharing information: 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 Ground rules – sharing information: 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 Finances in partnership: 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? Fundraising: Fundraising How do we approach donors? Who is the contact person for donors? How do we promote the financial needs? Sound financial practices: 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 Sound financial practices: 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 Conflict resolution: 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! Conflict resolution: 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 Conflict resolution: Ground rules: 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 Conflict resolution ground rules: 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 Exit procedures: 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 Exit procedures: 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? Exit procedures: 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 End on a high note with thanksgiving!: 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 The key to partnership – the coordinator: 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 Coordinator tasks: 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 Qualities of a good coordinator: Qualities of a good coordinator Realistic – always challenges Political sense – look for win-win Poise under fire Sense of honor Creative thinking Intercultural understanding: Intercultural understanding Learn the culture – what to expect Know their norms and values Go from general to specific Learn by doing Learn by comparison Trust: Trust With greater cultural distance and interdependency, more understanding is needed When you share as partners, you share both the power and the risks Areas of trust – all are needed: Areas of trust – all are needed Intentions – you have my interest at heart Competency – you can get the job done Perspective together Consistent integrity: 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 Meaningful results: Meaningful results Let you see the benefits Give feedback Give motivation Give renewal Give cause for celebration Results should be : 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 Synergistic results – greater than either partner alone: 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 Document results: Document results Gives a history Sharpens your memory as to what actually occurred Current data – keeps you up to date Learn and change: Learn and change Both partners learn together and adjust together Learn from structure and processes Build in time for planning and feedback and reflection Help learning to occur: 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 Help learning to occur: 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 Cultural attitudes are important for success: 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 Take time: 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 Identify expectations: 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 Remember Americans attitudes are not always the best: Remember Americans attitudes are not always the best Americans are seen as assertive, arrogant, outspoken, task oriented Instead, be open and accepting Openness: 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 Acceptance: Acceptance Communicate value, respect and worth to others No personal rejection Accept differences which do not violate the word of God Trust: 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 Important cultural differences: 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 Time and event: 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 Time and event: 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 Individualism & Collectivism: 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? Possessions: 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 Categorical & holistic thinking: 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 Logical thinking: 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 Achieved and acquired status: Achieved and acquired status It is important to recognize status. You can make a big mistake if you don ’ t handle people equally. 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 Achieved or acquired status: 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 Guilt versus shame: 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 Warnings about shame: 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 Warnings about shame: 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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