The theme of the Global Archive Research Assembly 2014 is
CLAIMING THE FUTURE OF OUR PAST
Life is always a work in process, so our families, our communities, our organizations, our movements. So with the Institute, now 50 years old, standing at a midpoint in a century of service. The far flung family of friends, staff, facilitators, trainers, community developers, local church workers is, today, over 5000 strong, some in their 20’s, some in their 80’s and 90’s, many inbetween.
Terry Bergdall, current CEO of ICA-USA which is currently hosting the Global Archive Project, recently attempted to outline what he called an . . .
Introduction to the Organizational Wisdom of ICA
Foundational Principles, Values, and Perspectives for the Orientation of New Personnel
A work in progress by Terry Bergdall
(draft 28 September 2012)
In 1962, Joseph W. Mathews accepted an appointment as Dean of the Ecumenical Institute: Chicago. It was this appointment that marks the beginning of the organizational journey that manifests itself today as the Institute of Cultural Affairs (ICA). Its fifty-year history is a rich one driven by a passion to build a just and equitable society in a global context — which it has often approached in unorthodox ways. Joe Mathews and his wife, Lyn, for example, were only one of seven families that arrived in 1962 to begin service as the “corporate faculty” of the Institute. When advised by the Board that there must be some misunderstanding, that “only one salary is being offered, not seven,” the collective response of the group was to say they would find a creative solution. This they did, with the blessing of the Board, by having some members obtain outside jobs, income of which was then pooled together and redistributed as equitable stipends among the entire faculty. They thereby positioned themselves, at a time defined by white flight to the suburbs, to boldly move into the “ghetto” (as it was called then) and establish a powerful demonstration of comprehensive community development known as Fifth City.
From its very beginning, an unusual organizational character has distinguished ICA from other nonprofits. The purpose of these reflections is to highlight essential wisdom gleaned from past experience for orientating future personnel to ICA’s special, and sometimes unique, qualities. This is important because ICA is in a transitional moment both here and abroad. Along with the majority of the current Board of Directors at ICA-USA, I have a personal history with ICA that stretches back to the 1960s. Such direct institutional memory will soon pass away.
The reflections are organized in four categories with four major points for each. The first category highlights “who we are.” It focuses on our purpose and presence. The second is “what we think.” It describes core intellectual insights and convictions that have driven the organization since its inception. The third discusses “what we do.” It shares basic principles that guide the strategic intention and creation of ICA programs. The fourth looks internally on “how we work” and describes key pieces of our organizational culture.
(the following is my vision for what I intend to do, but have not yet done)
In total, the document shares essential organizational wisdom on sixteen points. While much could be written about every one, most readers have little time. The description of each has, therefore, been limited to a single page. At the end of every page, a short list of readings and resources for additional information has been listed for those who wish to delve deeper.
An Introduction to the Organizational Wisdom of ICA
Foundational Principles, Values, and Perspectives for the Orientation of New Personnel
1. Who We Are (purpose & presence)– being —
1a ICA’s Mission is to build a just and equitable society in harmony with Planet Earth
1b ICA is a “trans-establishment” organization
1c ICA is about inspiring creative action by others
1d ICA maintains institutional viability with its brand
2. What We Think (insights & convictions)– knowing —
2a Everyone has gifts and assets
2b The external situation is never the problem
2c Behavioral change occurs when images and self-perception change
2d Symbols, stories, and myths are key
3. What We Do (program principles & action)– doing —
3a Social transformation rather than direct delivery of social services
3b Empowerment of local communities
3c Inclusiveness through participatory methods
3d Connectivity to the entire globe
4. How We Work (organizational culture)– walking our talk —
4a Participatory planning and action are fundamental
4b Leadership is a decision rather than a position
4c Transparency and accessibility of information are indispensable
4d ICA is strongly connected to those it serves, especially the marginalized and poor