M inistry of Peacemaking on the Canterbury trail - PowerPoint PPT Presentation

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M inistry of Peacemaking on the Canterbury trail

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  1. Ministry of Peacemaking on the Canterbury trail Bishop-elect Trevor Walters

  2. A Theological framework • Eden: a place of harmonious relationships • Community existed between God and Adam and Eve • Adam and Eve have community with their offspring • Mirrors relationships in heaven amongst Trinity

  3. Mediations beginning • Eve ate the apple in disobedience and broke the harmonious relationships • Vertical: Adam and Eve hid from God • Horizontal: Serpent : “ I will put enmity between you and your offspring”

  4. Brokenness radiates out through Book of Genesis

  5. God initiates Mediation • God chooses Zadok and Aaron Priest and High Priest to minister as mediators through whom sacrifices were offered. • The mediators were also signs that God was faithful to His Covenant promises with Israel

  6. The New Covenant • A new mediator who stands between God and his disobedient people. • We are now all Priests called to offer the sacrifice of praise and • To serve as reconcilers and peace makers

  7. Blessed are the Peacemakers for they shall be called the children of God Beatitudes:

  8. Levels of healthy relationships • A. Respect • B. Trust • C. Cooperation • D. Forgiveness • E. Communion

  9. Objectives re Enmity(conflict) • A. Stop the fighting • B. Restore productivity • C. Restore the Institutions vision • D. Restore worship • E. Restore relationship

  10. Process of Mediation • 1. Invite warring parties to meet • 2. Name what the parties have in common. • 3. Get the parties to name the problem from their own perspective. • 4. Clarify and Paraphrase the positions

  11. Process cont. • 5. Caucus: • Indentify the strengths and weaknesses of their positions • Invite them to propose an offer to settle. • Clarify several times what you believe to be the offer. Seek permission as to what you can disclose.

  12. 6. Present the offer. Seek a response Do not soften the blow if it is not what is hoped for. 7. Explore options regarding a response.

  13. Strategies to assist resolution • 1. Bracketing: • Party A. Best to worst settlement 20,000 – 150,000 • Party B. Best to worst settlements 1000-30,000 • Bracket 20,000-30,000 is where we work

  14. Advantages of Bracketing • Saves hours of shuttle diplomacy of offers inching up on one side and down on the other. • Lets us know quickly whether a settlement might be in reach

  15. Parish based application • Church musicians feuding over how many Sundays they get per month. • Person A asked what would be the minimum nos. of Sundays you’d be prepared to play in a three month cycle. What about the most in three months • Repeat with Person B.

  16. Bracketing cont. • Results: • Person A: 5-10 • Person B: 8-15 Bracket overlap 8-10 Variance now depends on your own vision and values for the music ministry. One is not confined to the bracket but you know the margins of tolerance

  17. Quid pro Quo • Something exchanged for something else that is different but equivalent in effort/ value/ inconvenience/ time etc. • What is the one thing you would like your partner to change. • Does this exchange look fair just equitable acceptable.

  18. Not acceptable • What needs to be modified to get acceptance:- • Add in something else • Add number of occurrences on one side. • 1x back rub is worth x2 cooked meals

  19. Compromise • Takes half of one solution and half of another/ one meets in the middle • Disadvantages: • Half of a good solution married to half a bad soln. • Lacks creativity and problem solving strategy

  20. Compromise cont. • Advantage: Breaks deadlock if all else fails Appears to be fair!!!

  21. Key learning • 1. Do not take responsibility for the outcome. Outcome is in the hands of the two people versus you or another as judge. • Your job is to remain impartial • Work hard at actively listening • Maintain trust and confidentiality • Provide creative options • Evaluate strengths and weakness of positions

  22. Key learning 2 • Discern when a crisis is not a crisis • Do not rescue • Let the stress of the moment propel people into action. • Put into perspective this challenge versus alternative worst case scenarios