7 minute read
Reviews
California grandmother
continued from page 17
business was in transition. In April 2000 Ben and Jerry announced its acquisition by the multinational food giant Unilever. Ben and Jerry had concerns more important than adding a new flavor. And without Jerry’s follow-up, the idea of a new flavor melted away.
So are we disappointed? Well. . . no. We Mennonites are uneasy with sudden fame and fortune. We are a humble people. We join with King Richard III in Shakespeare’s play, “I thank God for my humility.” And regarding wealth, we like to hear a sermon preached on the rich young ruler (Luke 12) once in a while. So we accept our lot. But, on the other hand, you should see the twinkle in our eyes and the wry grin on our faces as we enjoy a dish of ice cream, our conversation sprinkled with “but what if. . .” or “I wonder what. . . “ or “If only. . . .” ◆
Wilfred Martens, husband of an almost-legend, is professor emeritus of English at Fresno Pacific University, Fresno, Calif.
Regional Director Resource Development
MEDA invites applications for a full-time permanent Regional Director, Resource Development.
The Regional Director, Resource Development will work to increase financial support for MEDA from new donors, existing donors, foundations and others in North America. The position will be responsible to achieve major gift targets by raising donations for MEDA through cultivation, ongoing evaluation and recognition of donors. The Regional Director, Resource Development will maintain professional and effective relationships with donors/ members/investors through personal contacts, phone conversations, written communications, chapter meetings, conferences and other suitable means. This position will require regular travel within the U.S. Mid-West territory. Start date is October 2010. Qualifications: • Minimum five years demonstrated experience in not-for-profit fundraising • Accreditation in a nationally recognized fundraising education program (or working towards accreditation) • Highly motivated, self-starter, achieving results with minimal supervision • Knowledge and skills in business principles with emphasis on marketing/sales • Excellent and proven interpersonal skills in relationship building, active listening, communicating, negotiation and leadership • Skills to work with tools such as multi-media presentations, word processing/spreadsheets and e-mail • Understanding of the Moves Management system for cultivating gifts and investment funds • Knowledge and understanding of MEDA’s constituency (Mennonite, Anabaptist and Christian business and professionals) • Appreciation and support of MEDA’s faith, values and goals. Please send resume to: jobs@meda.org www.meda.org
Reviews
More than a Trojan horse
The Missional Entrepreneur: Principles and Practices for
Business as Mission. By Mark L. Russell (New Hope, 2010, 312 pp.)
This book could very well trouble some traditional mission folk. And that may not be all bad.
Until a dozen years ago, the term Business as Mission (or BAM, for short), was not widely used. (Except, of course, in the ranks of MEDA, which used it as the theme of its annual convention nearly a quarter-century ago). More recently it has been used in mission-related discourse to describe a way to gain entry, like a Trojan horse, into foreign countries that discourage or bar traditional religious activity.
Church history records a few successful examples of BAM (such as Moravian mission trading companies of two centuries ago), and some might identify (inaccurately) the Apostle Paul’s tentmaking as falling into this category. For the most part, though, trying to “do mission” under the guise of business has not been a notable success, partly because it’s hard enough to run a business at home, much less in a strange culture with a secondary motive of “witnessing.”
Mark Russell takes a close look at the phenomenon and manages to be both a cheerleader and a reality check. Along the way he offers some helpful commentary on the notion of “missions” generally, and enlarges the idea of what we might mean by “business.”
He examines motives a mission agency might have to embark on a BAM venture, such as to obtain an elusive visa or to avoid government scrutiny of religious organizations. “For many missionaries BAM essentially offers a creative way to access these countries,” he says.
Some may hope to gain an aura of legitimacy or acquire an instant persona that helps them to be a “real person” in the community. These motives, though perhaps useful, are not sufficient to justify the energy and expense of BAM, he says. He outlines problems that “shell businesses” may encounter, especially the dilution of credibility and erosion of integrity that ensues when someone is “found out.”
Beyond that, myriad problems can be encountered because, well, running a good business is a lot of work, and usually can’t be done on the side, especially with the compounded complexity of mixed motives in a cross-cultural context. Russell quotes one successful U.S. entrepreneur who said, “I thought starting a business in the States was hard. This is much harder!”
Many practitioners end up being frustrated because they don’t have time for “ministry.” Better, Russell says, is to see business as a worthy activity in itself, not a distraction that is incidental to some “higher” purpose.
He details the impact of two different types of BAM operations — six “converting companies” whose avowed purpose was to proselytize, and six whose goal was to be a “blessing company” that simply shared the benefits of producing goods and services in the context of wholesome relationships. After 32 years of
operation the six converting companies had managed to record only one conversion. The six blessing companies, meanwhile, counted 36 conversions after 24 years. The blessing companies thus had a conversion ratio of 48 times greater than the converting companies, even though that had not been their main purpose. Russell notes that many converts said the main reason they had become Christians was not because of any religious arm-twisting but because they had
observed the lives of other Christians at work.
Beyond the tallying of results, however, lies Russell’s inspiring view of what genuine Business as Mission can mean. For the individual, the daily work of one’s hands is not simply a way to earn a living. “Business should not be viewed as a tool to get through life,” he insists, “rather it should be considered an opportunity for spiritual living.”
As for outreach, “I have come to see God’s mission and His vision for missions to be something much bigger and more encompassing than producing professions of belief.”
What exactly is that mission? In Russell’s view it is to reconcile four areas of brokenness in the world – economic, social, environmental and spiritual. Business, he asserts, is well suited to address all four.
He cites the example of the Boise Fry Company, a fastfood restaurant in his home town in Idaho. The owner has a dual mission: “to make amazing fries and burgers,”
Vast social network
“Business functions as a hub of relationships. To be involved in economic enterprise is to belong to a vast social network. I am continually impressed with the number of people with whom even a small, routine business can bring me into contact. Some of these people are entrepreneurs looking to expand their business by engaging in a new business. Others are government inspectors, ensuring that laws are followed and the proper processes are conducted. Still others are clients who need the service in question. Then there are fellow employees. Any business activity functions in the context of relationships.” — Mark Russell and to operate an ethical business that reflects his relationship with Christ. “This means he tries to help the poor, protect the Earth, and treat all people — employees and customers alike — as Christ would.” For the owner, carrying out that mission means striving to reconcile the four areas of brokenness Russell cites: Social — seek out needy refugees and provide them with on-the-job training and employment; Environmental — serve healthy, organic food using green products and appliances;
Spiritual — love employees and customers as Christ would;
Economic — operate a profitable and thriving business that benefits the owners, employees and community.
Russell paints a bright picture of how business — at home or in a globalized economy — can be a powerful way to spread God’s blessings and to love and serve neighbors worldwide.
“Business can be at the forefront of creating chaos or it can bring spiritual good into physical reality.... Business can be a means of bringing justice to the poor and disenfranchised around the world. Or it can be a way to exploit them and/or the natural resources of their land. Jesus called us to love our neighbor (Matthew 22:37-39). In our new global reality, our neighbor can be rightfully understood as numerous people groups scattered around the globe.” — Wally Kroeker
