Power in mission: a preliminary conversation

Johannesburg, 1 November 2024 — With such a diversity of cultures, organisations and practices within the Alliance, how we view power and manage decision making and partnerships impacts collaboration and progress for global Bible translation movements. 

David Cardenas, Alliance Americas Area Director, led a Global Gathering discussion among Americas delegates about how power is perceived and used in global mission. The conversation was a prelude to a global conversation the Alliance plans in the near future.

‘In the times we are living in, we have an incredible opportunity in terms of world mission,’ David said. ‘The church has been growing. There are new ministries in Bible translation. The local, indigenous church is the protagonist. They are more involved in the work. In the Global Alliance, there is so much that can happen. 

‘There is [also] great diversity in terms of gifts, histories, wealth of contacts, culture, and language represented throughout our organisations. Certainly all are committed to fulfilling the will of God. But we cannot forget that within this context there are power dynamics. 

‘For example, [power affects] the way we make decisions when we decide to partner with another organisation: 

• When we decide with whom we will be working or with whom we will not be working.
• When we solicit resources or when we give resources.
• When we are accountable or when we ask for accountability.
• When we invite others to be a part of our own conversations.

‘There is a power within us that allows others to join and to come.

For example, the agenda that we create is based on what we know through our ministries. And if your organisation has developed resources, you also create an agenda for how those resources will be used. Also if we consider that we have the power, how do we live in a world where there are different influences? How do we prepare other leaders to practise that power dynamic?

‘What do we understand as power? Normally when we think of power we think of control. And we have some preconceived notions in how we have used power or how we have been impacted by others. There may be some here with wounds, impressions, or even stories of history. And all of this is valid, but the idea is that we would take it into constructive conversation.’

Stephanie de Oliveira of Wycliffe USA provided English interpretation for David Cardenàs, Americas Area Director.

Table responses

Participants were given opportunities to discuss this topic, through questions at their table groups:

1. How does your organisation experience power dynamics between other organisations, both within and without your country and region? 
2. What concerns and interests do you have that would be worth exploring with regard to these experiences?

Here are some responses from those groups:

• ‘[Those] less powerful [do] not feel free to communicate.’
• ‘Learn, and learn to respect, even though we are not in the same conditions, even though we are all equal in creation. But it’s not always that way in practice.’
• ‘Many areas of power can show up. No matter how hard you may try, often those with funding mean those in power. How can we manage this tension from those who are providing funds to those in the community who are translating? We also discussed cultural and people dynamics: in-country or neighbouring country dynamics between people groups. Histories that may come from many generations before but are still very present today.’
• ‘When two organisations or people come together, both in line with their mission, it is seen as a partnership. But when someone comes in and tries to make someone do something other than what they are called to, we call it a powership. We want to be in partnership.’
• ‘We see a theme developing - there are “have” organisations and “have-not” organisations. This power dynamic must be kept out of those partnerships. The key there is building trust.’
• ‘We wondered whether thinking about organisations and people as only having no power or much power has been too simplistic. We wondered if those with very little power actually have other kinds of power that have not been recognized traditionally. Also as missions changes, whether some of the frustration that high-power organisations are experiencing actually comes from recognising that the low-power organisations are finding ways to use these alternate forms of power. For example, there are local organisations with local knowledge that are simply refusing to cooperate. But they are essential to the work. High-power organisations simply cannot work without them.’
• ‘How do we leverage for-profit and non-profit texts? All organisations are mission-driven. Some rely on a business model of selling Bibles, and so if the print run and potential sales aren’t large enough, they won’t do that. Whereas most here may have a different model. We may charge a small amount. But it’s really driven through gifts to get those Scriptures to people. So how do we work with that tension with other mission organisations?’
• ‘As low-power organisations, sometimes we want to stay out of the power dynamics that are happening. How can we come in with a different approach to the power dynamics? More collaboration. The world will believe when we are one. That is what is at stake.’
• Anecdote: ‘An organisation connected to translation had a clear line regarding indigenous people participating in translation. If the native person participated in the team, they had to be accountable to the translators. One of the concerns is that we may end up repeating this power dynamic. The power is neutral. What is the biblical pattern? It worries and concerns us to commit the same mistakes.’
• ‘Stop and consider the sensitivity – we work with different worldviews, cultures, organisations. But even within all of those differences we are part of one ecosystem, where we need each other to fulfil a task.’
• ‘We exercise power in that diversity has a lot to do with our posture of diplomacy. Because when we consider ourselves in our perspectives and our worldviews, it will be hard to walk together. … A common view or vision is not necessarily a commitment to walk together. The exercise of partnership deconstructs any power dynamic situation. .. The partnership can go to a deeper perspective of a lasting relationship.’
• ‘If we as a local organisation are working with an organisation that has greater power, if something was done wrong, they never come ask, why, what happened? They simply took someone away, removed them, and brought in someone new who does not understand the culture. And we were left asking, what happened?’
• ‘Power sometimes makes us feel spiritual. It also can frighten us. God may say, you are empowered. … ‘But Lord, I don’t want the power.’ But if God in his sovereignty decided to give me power, am I rejecting him? Or am I afraid? So I believe the power is to serve. When we use power to take advantage, we are talking about the kingdom of darkness.’ 
• ‘We have been talking about the hospitality of language. I also want to propose a hospitality of power. … If we were intentional like we are being with language, in terms of power, we will advance.’

Story: Jim Killam. Photos: Daisy Kilel, Jennifer Pillinger