JC et al.--Living in Truth 16

Final Thoughts

Ecce homo. Antonio Ciseri c. 1880.

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This is the final entry on "living in truth." One way to use the 16 entries is to review them over the course of several days. For example: read one per day (online or printed); reflect on it;  and make at least one personal application. You can do this on your own, with a friend, or as a small group. These entries by JC et al. are meant to shine light on our virtues as well as bolster our resolve to face our own distortions—memories, motivations, and morality—and to live more honestly (in truth) with ourselves and others. Truth is a foundation for trust. And trust is necessary for peace. "So love truth and peace." (Zech. 8:19) 

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Truth-telling, struggling for justice, working toward forgiveness: these are three central dimensions of the social process of reconciliation. In all situations I know, they are never undertaken on a level playing field; the consequences of oppression, violence, and war are not predisposed to honesty, justice, and even good intentions in all parties. Nor are the processes, for the most part, orderly. And they never seem complete, in fact, we usually experience them as truncated, prematurely foreclosed, high-jacked by the powerful. We can find ourselves acquiescing to half-measures, half-truths, compromised solutions. Robert Schreiter, Reconciliation as a New Paradigm in Mission (2005). Quoted in Global Member Care: The Pearls and Perils of Good Practice 2011, p. 114 (quoted also in the Reality DOSE article, available in 12 languages: https://sites.google.com/site/mcaresources/).

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Everyone on the side of truth listens to me.

Jesus Christ (excerpt of his interaction with Pilate) 
John 18:37, NIV

Team Resiliency--Mutual Accountability

Mutual accountability is a core part of healthy teams, even as various forms of accountability are a core part of healthy organisations.

“Members of great teams improve their relationships by holding one another accountable, thus demonstrating that they respect each other and have high expectations for one another’s performance” (Lencioni, 2002, p. 213).

Further, Stalhlke and Loughlin (2003, p. 34) in Governance Matters describe 'confusing forgiveness with accountability' as being one of the 'seven deadly sins' of organisations.

"Symptoms
Accountability mechanisms are poorly defined, not used, or don't exist.
Poor performance or behaviour is tolerated, treated with understanding and forgiveness.
Annual performance reviews are rare or non-existent--especially at the board level.

Results
Successful staff and volunteers are not affirmed.
Weak staff and volunteers are not supported or redirected.
When forgiveness fails to produce change in unacceptable performance and behaviour, judgement and unfair dismissal may follow, with accountability and redirection not happening."

Questions for Reflection/Conversation:
What types of accountability are part of your team (formal and informal)?
How might peer accountability be difficult on multi-cultural teams?
Other items to talk about?