Untitled - St.Francis Magazine

St Francis Magazine Vol 8, No 2 | April 2012 involved and demonstrate living partnerships in the body of Christ as it performs its leadership responsibility. A mission organization does not exist in isolation, and perhaps it is this day of mission that demands we recognize the imperative of partnership and building communities of fellowship across our boundaries. This places responsibility on the leadership to devolve leadership to the grassroots, with a commitment to the nurture of partnerships that will shape the organisation’s life and ministry. Mission leadership must model partnership and community so that its decisions in times of crisis are informed by these relationships. 4.6 Sending Office The legal framework governing its responsibilities under state law binds the sending office of a mission organization. This gives it a significant and, at times, controlling voice in the development of risk and suffering management, particularly for offices in societies with a high risk of litigation. While each sending office is answerable to the laws of its country, it needs to be careful not to bind an international organization and its partners to those laws. This requires flexibility in agreed policy and practices within the organization, and a commitment to community whereby responses to crisis management honour and affirm the other members of the partnership and community. It takes into consideration the different limitations that stakeholders in international organizations in cross-­‐cultural work are called to work with. 4.7 Family Whether family members are supportive of the cross-­‐cultural work of those caught in a crisis or not, the necessity of listening to and liaising with them cannot be under-­‐estimated. It is a complex area of relationship because of the range of levels of 165