| The Army Chaplaincy Winter-Spring 2000 | |
| Table of Contents | |
| “PASTORing” your Chaplain | |
|
by Chaplain (LTC) Mark W. Lenneville |
|
"Chaplain, you do so much for the unit, what can we do for you?” This question is novel! Most of us in the military are aware that a unit chaplain is a force multiplier by helping to insure an individual’s right to the free exercise of religion; providing or performing religious activities for individuals and units; being the Commander’s emissary or representative, counseling, teaching and guiding military members and their families in religious, moral, relational and personal issues. The focus changes when we ask, “What can the service member, commander and unit do to assist chaplains to ‘be all they were meant to be?’” No longer is it, “What can you do to and for us?” but, “What can we do for you so that together we can accomplish our mission?” The reciprocity of relationship is captured in the acronym “PASTOR.” What non-chaplains can do is “PASTOR” their chaplains just like chaplains “pastor” the flock. How can this happen? “P”: the most important thing non-chaplains can do to aid chaplains in doing their mission is to Pray. Everyone needs prayer and chaplains are no exception. Next the non-chaplain needs to be clear about the Purpose of the chaplain. Chaplains are ministers and staff officers who focus on religious, moral and morale issues. They often stand outside the “system” yet have the unique charge to engage the “system” and influence it by being part of it. The chaplain’s access to various levels of decision makers and the importance placed on clergy confidentiality and penitent anonymity, creates a unique Purpose. Chaplains are often called to stand with “the underdog,” or those who are powerless. They often are a voice for those who have trouble being heard and the ears for those who need to speak. Chaplains, as staff officers, frame their world differently than non-clergy persons and therefore bring a different and sometimes unique perspective about soldiers, units and operations. Understanding this Purpose and creating opportunities to use these valuable roles supports the unit and the chaplain. Besides understanding the Purpose of the chaplain, non-chaplains assist by Protecting their chaplain. Since regulations prohibit chaplains from carrying weapons, they require physical protection while in a hostile environment. This is one of the duties of the chaplain assistant. Chaplains also need another type of protection. They need protection from being placed in roles or situations that violate the unique purpose of the chaplain. Chaplains are not commanders or line officers. They are personal staff officers with a unique skill and function. Asking them to take charge of the dining facility, investigate a possible illegal situation, inspect a unit, lead a convoy, etc. takes chaplains outside their role and jeopardizes their ability to function effectively. Protecting chaplains physically and regarding their purpose as religious persons is the kind of help that non-chaplains can and must provide. A third and fourth “P” that non-chaplains provide to chaplains are Presence and Participation. Nothing is more discouraging to chaplains than spending eight to twelve hours preparing a worship experience and to have no one come including the commander. Not only being Present, but volunteering to Participate in chapel, religious, moral, and morale building activities is essential in order to support chaplains, help keep their morale up and help them do their jobs better. These activities provide a variety of contexts and encounters with soldiers, thereby enlarging the frame of reference for chaplains. This increases the reliability of the chaplain’s observations. The “P” in the acronym “PASTOR,” therefore, involves praying for the chaplain, knowing and understanding the purpose of the chaplain, providing protection, being present, and participating. “A”: Access is one of the most important support functions that non-clergy can provide to clergy. Chaplains need access to not only the soldiers and the commander but information about operations, patients, family and the chain of command. Ideally access is unfettered. This might mean that chaplains need to have the same security clearances as other senior staff officers and commanders. It also means that they will need to be informed as to meetings, briefings and other command related activities. Keeping in mind that chaplains have a unique set of lenses through which they observe the world, they are less interested in the technical aspects of operations or activities and more interested in relational issues. Content to a chaplain is less important than process. Seeing how individuals relate to one another, accessing the stress level, drawing conclusions about the moral climate and the morale of the unit, can only occur if chaplains have access. A second aspect of the “A” of the acronym “PASTOR” is Availability. Chaplains need all levels of the command to be available to listen to concerns and issues as a high priority. Unfortunately, some chaplains abuse this by running to the decision makers with trivial, inappropriate or low-priority issues. Candor on the part of the decision maker is essential for chaplains. Being Available to chaplains for important matters is necessary in order to help them perform their jobs effectively. Advice and counsel regarding the chaplain’s performance is another way of demonstrating support. Some individuals are hesitant to provide advice to clergy. Truly, the only way that anyone can grow is to lovingly get and give advice. Access, Availability, Advice are key ways that non-chaplain personnel can support the chaplain. “S”: Everyone needs to know what is expected of them. Chaplains are no different. They need performance Standards and clear expectations. Most chaplains are clear about church-related issues. They know how to organize worship and sermons. Typically, chaplains are clear about pastoral care related issues. Fewer chaplains are clear about what the commander expects regarding the commander’s religious life and needs, the chaplain’s role in planning field training events, the relationship between the executive officer/chief of staff/key staff persons and the chaplain, presence at staff meetings, ministry to non-unit members such as the commander’s spouse and children, relationships with the chain of command and attendance at “social” functions. These become “land mines” for chaplains and unwittingly can undermine the relationship between the commander, staff, soldiers and chaplains. Another “S” in the “PASTOR” acronym is Support. Chaplains need logistical, transportation and personnel support in order to conduct the unit ministry programs. Volunteers, as well as trained individuals, are integrated to make ministry come alive. Besides people and things chaplains need the supportive attitude of decision makers. Exploring opportunities to integrate religious activities and training (formal and hip pocket) helps keep chaplains in front of troops and emphasizes the critical nature of the spiritual/moral life in the military. The final “S” represents Status. If chaplains are relegated to the manpower pool and/or religious life is viewed as an unessential component to preparedness or an afterthought, then the soldiers will assimilate this attitude also. If the chaplain is called upon only in times of crises or if religion/morality/morale is viewed a “necessary evil,” then chaplains will become hamstrung as they help soldiers exercise their right to the expression of freedom of religion. Standards, Support and Status help non-chaplains remember the “S” in “PASTOR” and reinforce how they can help the chaplain do what is expected. “T”: Every commander is cognizant of the need for Training. Whether the soldier needs to practice firing a weapon or a unit needs experience doing its mission, training and training preparedness surface as major concerns. Professionals need training to keep their skills current whether it is a surgeon, lawyer, senior NCO or officer. In order to keep the “creative juices” flowing, training opportunities are needed. Chaplains are no different. The old adage “you have all the Time there is” is certainly true. Because of around-the-clock demands, chaplains are very prone not to take the time to rest, pray, study, read and become spiritually replenished. Allowing chaplains, as much as possible, an opportunity to budget their time to accommodate for their needs is crucial to helping them maintain spiritual, physical and emotional well-being. The final “T” is Trust. It is never a right and is always earned. It is hard to give and hard to get. It is essential to relationships, builds over time and yet can be destroyed in an instant. If trust has been damaged, it is hard to regain, especially with people whose moniker is trust. Acknowledging the need for trust and the dynamics of its development and dissolution helps non-clergy understand this major role for chaplains. Working with chaplains in order to establish a trusting relationship personally and professionally helps them accomplish their mission. Training, Time and Trust are ways that chaplains need support. “O”: Opportunity is the focus of “O” in the acronym “PASTOR.” The way that non-chaplains can support the chaplain is to offer them an Opportunity to speak and to be heard. Most chaplains never hurt for an audience. Giving chaplains an opportunity during staff meetings, formations, prior to road marches and at the end of exercises, help soldiers place in the appropriate context their time and efforts. Chaplains also need an opportunity to make mistakes and grow. No one is perfect, all need feedback and input in order to better become whole people. “R”: The final letter in the acronym “PASTOR” is “R”. Each chaplain needs to be given the Responsibility for preaching, teaching, pastoral care and staff work. Transferring these responsibilities to other individuals diminishes the importance of the Chaplaincy and can have a negative effect on the unit. Respect for the duality of roles, the uniqueness of function and the person’s unique background and training affirm each chaplain’s commitment to serve God and serve the military. Sometimes these roles “argue with each other.” Respecting that dialogue within the chaplain and the cognitive dissonance that can result affirms the ministry. Finally Recognition for a job well done is essential in order to “grow a chaplain.” This recognition can take the form of a simple pat on the back or be offered through the formal structure of the military. Chaplains have a career also and need to receive praise and accolades in order to advance so that greater numbers of service members and their families can be served. Responsibility, Respect and Recognition are the “R” in “PASTOR.” It is true that the chaplains in the military are called to serve God and country. In order to accomplish this responsibility, chaplains need the support of the laity. How can the laity help? They can help by following the acronym “PASTOR.” Ministry does not happen to someone but happens within someone. It is never a single person’s responsibility, nor does it rest exclusively on the shoulders of the chaplain. Working together to mutually support one another insures that the spiritual, emotional and psychological needs of those chosen to support and defend the Constitution of the United States will be the most effective possible. |
|
|
|
|
| Chaplain (LTC) Mark W. Lenneville and Chaplain (MAJ) Steven Quigg are assigned to the 139th Medical Group and 325th Field Hospital. Chaplain Lenneville is a parish pastor in Raytown, Missouri at Faith Presbyterian Church, and Chaplain Quigg is a pastor at New Hope Christian Church, also in Raytown. | |
|
|
|