An explanation of the different attitides
Eight basic attitudes "The primary objective of any measure is to protect children and prevent them from becoming victims of psychological and physical abuse. It is therefore necessary to change mindsets in order to combat the defensive and reactive attitude aimed at safeguarding the institution, in favour of a sincere and determined search for the good of the community, giving priority to victims of abuse in every sense of the word.”
Reflection on power and the attitudes to adopt towards it is one of the foundations of a culture of discernment. We all participate in its construction and promotion. The eight basic attitudes aim to encourage reflection on the exercise of power, on the abuses that could result from it, and on ways to exercise it in a benevolent manner.
4.1 Recognising our position of authority and accepting the personal responsibility that comes with it. As people involved in the Church, we assume a position of authority that confers power due to the asymmetrical nature of our relationships with those with whom we collaborate or who are under our responsibility.
We often perceive this power less clearly than those we work with in our commitment, thus risking minimising it. It is essential to have a clear view of this situation and to recognise that this power implies significant personal responsibility. The trust placed in those involved in the Church requires impeccable professional behaviour. We are committed to respecting and protecting the physical, psychological and sexual integrity of every individual.
4.2 Behaving in a manner appropriate to our role. Our involvement in the Church confers a responsibility linked to the role we hold. This requires us to behave appropriately while remaining aware of the limitations inherent in that role. For example, it is necessary to distinguish our role from that of a therapist or group leader. A clear understanding of our role and function enables us to communicate this to those with whom we interact, thereby reducing unrealistic expectations and misunderstandings (such as assuming consent that does not exist). This makes it more difficult to conceal power issues and spiritual overinvestment in our own role and position. It is also important to maintain a necessary boundary between our ecclesial mission and our private lives. Exercising a role within the Church makes this boundary difficult for others to perceive. We are therefore aware that our behaviour in our private lives cannot be completely dissociated from our responsibility within the Church.
4.3 Adjusting our emotional proximity to situations. Church commitments emphasise interpersonal relationships. We often find ourselves in situations where empathy is essential to accompany the questions, testimonies or emotions of those who confide in us. When faced with this emotional vulnerability, it is crucial to maintain a professional attitude, keeping in mind that our commitment is to serve the autonomy and spiritual growth of the other person. Maintaining a certain emotional distance and adopting an appropriat , particularly by keeping an adequate distance, are essential to avoid any ambiguity. The experiences we have in our ministries can affect us and create a need to seek support or confide in someone. We commit ourselves not to exploit our relationships with those entrusted to our care to satisfy our own needs for support or confidence, and to avoid mixing roles. We give priority to supervision and discussions with our superiors or colleagues.
4.4 Adopting a posture of humble authority. The authority inherent in our position is not intended to serve our own ambitions, but to serve others. It is crucial to actively resist any temptation to become complacent, in particular by cultivating humility in our relationships with others. We recognise that exercising power can lead to a certain arrogance, make us feel indispensable or give rise to a form of personal elitism. We also take the time to reflect on our strengths and weaknesses and strive to empower and give autonomy to the people we work with.
4.5 Welcoming others unconditionally. The authority inherent in our role is dedicated to serving others. We are continually amazed by the potential of the people we work with, which deeply enriches our interactions. This perspective allows us to view each individual as a whole, avoiding reducing them to their characteristics or behaviours alone. Our regard for each person transcends their position in the Church, their origin, gender or sexual orientation. In this way, we avoid hasty judgements and foster interactions based on equality, dignity, open-mindedness and respect. Deep respect for each individual's individuality, life journey and faith is fundamental, even when they differ from our own beliefs. We are committed to encouraging the autonomy and potential of individuals while ensuring their well-being, respecting their choices, welcoming them and accompanying them on their journey. Misogyny, misandry, homophobia, racism or any form of discrimination are incompatible with our ecclesial mission.
4.6 Practising and accepting fraternal correction. Open-mindedness is essential when it comes to responsibility in the Church. It involves the ability to listen to the comments of those we work with, with a view to questioning ourselves and improving. We are called to dare to offer fraternal correction and to address honestly and objectively the problematic situations we perceive around us. These efforts to seek the truth must focus on situations, not on people. It is important to be careful not to confuse actions with people or to judge them. In the event of disagreements and conflicts, we strive to verbalise points of divergence in a precise, objective and respectful manner, focusing on situations or attitudes rather than on the people involved. We are committed to seeking realistic solutions and taking everyone's positions into account. If a disagreement persists and the situation requires external assistance, we refer it to the appropriate authorities (line manager, listening unit, mediator, etc.).
4.7 Clarifying the objectives of pastoral projects and support initiatives. As part of our ecclesial mission, we strive to clarify the goals, objectives and frameworks of the pastoral projects and support initiatives we undertake. We do not hesitate to explain our pastoral, educational or social considerations and to communicate transparently with our superiors about the projects we implement. We take care not to exploit people, projects, objectives or values for personal gain. This requires constant reflection on our behaviour and personal motivations. This approach excludes any form of manipulation and requires respect for the integrity of others in the exercise of our mission.
4.8 Exercising power in communion. In the synodal process, the exercise of authority in the Church involves a collaborative and participatory approach to governance. Collaboration is based on consultation and collective decision-making involving various members of the community, including lay people, religious and clergy. This approach recognises that the Holy Spirit acts through the community and encourages the participation of all the faithful in the life and mission of the Church. It promotes collegiality, transparency and shared responsibility in decision-making for the good of the Church and the faithful. It is essential to promote benevolent conduct and to cultivate an attitude of consideration and respect towards the collaborators and volunteers over whom we have authority and responsibility. We do not ask them to sacrifice themselves for church activities, nor do we demand excessive dedication or endurance in the face of work or suffering. On the contrary, we encourage a positive attitude and ensure that they can maintain a good balance between their professional and private lives. We are aware that the way we exercise our responsibility sets an example for others. Exercising authority can lead to isolation if we insist on controlling everything and striving for perfection. Asking for help and advice from our professional network is a sign of strength, not weakness. Even in a leadership position, we remain human beings with limitations: vulnerability, contradictions and uncertainties. Accepting these limitations, seeking advice and support from our network, and drawing on spirituality help to strengthen us in our responsibilities. Together with our superiors, we actively participate in the search for solutions. It is essential to collectively take responsibility for the decisions we have contributed to. In our leadership role, we surround ourselves with critical voices to prevent any risk of abuse. We welcome comments and observations about our decisions or our leadership style and take them seriously. We promote team learning, a culture of exchange and conflict resolution. It is essential to explain decision-making processes and the skills involved in a transparent manner.
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