The importance of planning for spiritist institutions

 
- I was wondering if you could help me find my way?

- Well that depends on where you want to get to- said the Cat.

- Oh, it really doesn't matter... - Said Alice.

- Then it really doesn't matter which way you go. - said the Cat.

- ... as long as I get somewhere ... - Alice said, explaining better.

- Ah, so you'll get there if you keep walking on a lot... - replied the Cat.
 

(Alice in Wonderland, Lewis Carroll.)

Introduction

In our activities, both within companies and in teaching, we have found many claims not to take up the practice planning. They are all refutable, some more easily than others. In the context of spiritist institutions and, we believe it is not a privilege of the Kardecian milieu, it increases with the bias against certain terms, not interpreted properly or not "translated" to the adequate jargon.

Our purpose here is to examine briefly some of these allegations and try to point out the other side, encouraging institutions and their leaders to look with more forbearance to a resource that can help them immensely.

About the difficulties in planning

When it comes to planning a series of flaws is raised. More or less common to all institutions/organisations, they occur especially among small businesses. We believe that this happens due to the very nature of the small business. A lean structure, limited number of employees, reduced resources that end up overloading the owner or manager, who should be the most interested and the main leader of the planning process. However, even in a slight and superficial analysis such counterpoints bring in themselves their rebuttals. Let us consider a few of them.

Lack of time - one of the most common allegations, the lack of time affects everyone, regardless of size. Maybe within the small business this is more impactful, due to the concentration of the multiplicity of tasks on the owner/manager, as mentioned above. The scarcest resource is, however, which demands more planning. Prioritization of activities is essential and sometimes vital, so do not miss important steps to be taken. And one does not do it correctly without an appropriate program. And that program, if well structured, is within a larger context of planning.

The lack of this program - on correct allocation of time - leads to the mistake of taking the excitement, the hustle and bustle as achievement, which definitely it is not. Lots of energy and even time and money are spent on tasks outside the priority or that are not linked to the main purpose.

Lack of subject knowledge - this claim comes from the misconception that all planning can only be done by experts, which, at times, involves sophisticated expensive consulting, practices and systems. Probably, part of the mystique that surrounds certain administrative practices are aimed more at a certain "market reserve" than the real world itself.

There is planning and planning. In the case of a major project involving large amounts of money and other resources (equipment, facilities, people, etc.), High level of complexity (scientific and technological) obviously the planning will require such an accuracy that it eludes the conditions of the non-specialist individual. But in most cases, it is not what it is all about. Small projects, even if they reach a wider public on their achievement, they do not demand more than the knowledge of a few bits of information obtained in numerous books and articles available to anyone interested.

Inside the house spirit, the body of participants and volunteers, it is common to find people who have knowledge and practice of planning. Even among absolute lay people, one can find employees that, with a little effort and goodwill, learn about proper techniques and concepts and can implement them in their institutions. In this sense, it lacks much interest in learning because it is still a task that requires effort, real "technical knowledge".

Planning is something for large organizations that have many workers and money to hire specialized agency - it is a fact that large organizations invest in planning done by its own staff and/or outsourced. Perhaps for this reason they are large. Nevertheless, it is fallacious to argue that only they can do that. When it comes to knowledge, we have already discussed about it above. Regarding limited resources (whatever that is what is meant by resources), it is not difficult to understand that if it is important to plan the use of what is (or seems to be) plentiful, much more so what is scarce (or seems scarce).

Following the above line of reasoning, it is easy to conclude that the more sparse conditions, resources, opportunities, etc., the more discernment and intelligence must be employed in its use. In addition, this cannot happen without planning. In this respect, it very often lacks creativity, improvisation by the owner/manager. In order to do a market survey, for example, the organization that has enough funds can hire a specialized company for there are several. The small entrepreneur with the aid of a basic roadmap that can be found in easily accessible books, articles and suggestions on the Internet or support of organizations such as SEBRAE, may draw up a short questionnaire and, with a paper pad and pen in hand, go out in the field to collect relevant information.

It is useless to plan - uncertainties always occur and we lose all the effort made. - We are not afraid to say the otherwise, just because of uncertainties that planning is essential. If with so much headwind is difficult to reach the north without a compass, rudder, rowers, appropriate sails, it is impossible (unless you count on the luck factor, but no balanced person would set out to sea so badly equipped). The more uncertain or adverse the circumstances, the more they demand planning. Amir Klink has left rich accounts about the time and complexity of planning done before any of his deeds.

Planning does not prevent or rule out unfavourable situations, but it helps very much to deal with them. The creation of scenarios (one of the tools of the planning process) can leave the organization better prepared to manage them, if and when they occur.

Ivan R. Franzolim, drawing attention to the fact that planning "is the most often neglected part, causing great loss of time in the future," he adds: "Planning is the opposite of improvisation. No work should be done without preparation, using the means immediately available as it contributes to the increase of deficiencies that will lead to dissatisfaction (to who does and who uses it), to waste of time and outcomes below the expected leading, eventually, to the need of having to do it again, that is, rework, increasing the losses." (FRANZOLIM, 2011)

Be it through Seneca's words of wisdom - "If one does not know which port is sailing, no wind is favourable" - be it through the Chester cat's response to Alice, one way or another you will get somewhere. The question is whether it is the place to be reached.

The "spiritist" obstacle

Other reasons contrary to planning can be raised in addition to the above, but they are also refuted. We would like, however, to make some comments on one of them, typical in the spiritist milieu (we have written the word spiritist in quotation marks in the subtitle, because this is not an obstacle doctrinally supported, but the position of the Spiritists, without, as we understand it, a more judicious study of the subject). It is the worn cliché: "We must rely on the Spiritual benefactors" - and its variants: "You have to have faith," "go in with good will and leave the rest to the spirits," "we are mere servants - planning is up to the Higher Planes", etc.

There should be no doubt about the importance of relying on the aid of the benefactors, but that does not mean that one should expect them to do the work that the incarnates should do. If in the Higher Plane the actions and resources are carefully planned, on the physical plane, the same care is expected regarding appropriate action and correct use of resources provided. It does not matter what size the task is in the face of the whole proposed by the God. That does not mean that the spirits expect a mechanical, robotic behaviour from men. That is because knowledge implies responsibility and an appropriate response to a proposed development requires discernment and planning.

Money, for example, is always a scarce resource by its very nature. Unless you believe that spiritual benefactors "manufacture" it (then, we would be talking about counterfeit or used sleight of hand, drawing coins from where none exist) and common sense refutes both possibilities, the same spiritual benefactors must be asked the so worldly question "- Where and how to invest?" And it is hard to believe (and here, perhaps there is a personal position of the author) they direct resources to unprepared or inconsequential groups or institutions (not referring to educational purposes that they may have in view, which is way beyond the scope of the above) .

Another example: workers, volunteers or not, that can be much better searched, drawn and allocated if you know what you want and what should be done to achieve the goal. As well as the manpower already internalized, which can be better utilized and motivated. The exercise of leadership is easier or less difficult, as you like it, if there is a plan or a map to follow on directions and measures to be taken. Note that a good conscious responsible preparation, seeking higher inspiration through prayer (well known to the Spiritists), makes the group more prepared to contribute to the spiritual benefactors. Thus, become a possible recipient of funds for good projects. However, lack of preparation, irresponsibility and reckless spirit of adventure may also predispose to other types of "assistance", paving the way for obsessions and mystification, which should not be of interest to any institution worth its salt.

Strategic Planning and Management

Unlike other forms of planning, which present limited focus on one or another task or very specific purpose, "strategic planning means thinking about the organization as a whole in its relation to the environment with a view of the future; it is to see the whole before the parts. To create a vision of a future and the means to achieve it"(available at http://www.idisc.net/en/Publication .323. html , accessed 13/06/2011; author not informed, bold added).

For its coverage, both in time (one does not do short-term strategic planning) and to include all aspects of the project (purpose, resources etc), Strategic Planning involves a systemic view and leads to the pursuit of integrated and synergistic actions. Considering the important concepts, such as vision, mission and values, SWOT analysis (strengths/weaknesses opportunities/threats), setting objectives and developing strategies, tactics and action plans, Strategic Planning involves the entire organization.

It is also the way for a move to a more comprehensive and sophisticated management, Strategic Management, more attuned to the complexity of the times. In the words of Mauro Calixta Tavares (2000, pg. 22), "Strategic management is distinguished by the integrated and balanced approach of all the resources of the organization to achieve its goals."

Management is different from the Strategic Plan, although they are mutually dependent: "The concept of strategic management is much broader than that of strategic planning. It ranges from diagnostic assessments and preparedness to the structuring of the planning process and formulate a shared purpose for the organization to the choice of strategies, setting goals and challenges to the allocation of responsibilities for detailing the plans and projects and carrying out and following up the steps for its implementation." (COSTA, 2003, pg. 54)

The strategic approach can make the future less unpredictable by allowing, at least partially, some form of taking part of its creation. As detailed by Ackoff (1981, pg. 15), "planning is based on the belief that the future can be improved by active intervention at present," reinforced by Vasconcellos Filho and Pagnoncelli (2001, pg. 31): "It is a process that mobilizes the company to choose and build their future."

As far as the spiritist institutions are concerned, we believe that the strategic approach - planning and management - can be very useful. When considering the vast amount of aspects that need to be managed as part of the list in the roadmap, "Guidance to the Spiritist Centre" by FEB, the proposed work philosophy can greatly ease the life and mission of managers and leaders in general. Moreover, it is in line with Kardec's recommendation as he says "(...)In order to do something serious, one must submit to the necessities imposed by the customs of the time in which one lives. These needs are quite different from those of the times of patriarchal times and in the own interest of Spiritism that requires calculating the means of action so that the path is not interrupted half way through. Let us, therefore, do our calculations since we live in an age where it is necessary to count." Allan Kardec (Philosophical Testament - 1868; Regarding the new organization of the Parisian Society of Spiritist Studies, The Mediums' Book.)(Quoted in "Guidance to the Spiritist Centre", FEB, 2007, pg.81.)

On the issue of volunteer work, still so poorly understood and addressed, it may provide a means for a better use, guidance and motivation of this manpower. Having several dimensions, besides the personal satisfaction (SAMPAIO, 2010, pg. 210), the management of volunteer work can run into pitfalls (inappropriate selection and allocation of employees) and traps (voluntary "volunteers" who understands the work "their way, "sometimes in frank opposition to the rules of the institution just because it is unpaid). These aspects, among others, can be better dealt with strategically saying.

Jesus was judicious about the importance of planning: "For which of you, intending to build a tower, sitteth not down first, and counteth the cost, whether he have sufficient to finish it? Lest haply, after he hath laid the foundation, and is not able to finish it, all that behold it begin to mock him saying, This man began to build, and was not able to finish."(Luke 14:28-30)

... What about our responsibility: "And he called him and said to him, ‘What is this that I hear about you? Turn in the account of your management?(...)" (Luke 16:2)

Conclusion

We believe that the spiritist institutions can take hold, more than they already do, of the business tools. Duly adapted, calibrated by the doctrinal and evangelical perspective, such tools can be of great help in managing the spiritist centres. Of all sizes and with varied purposes, all can benefit.

The strategic approach - planning and management - is perhaps one of the richest, due to its extent and the involvement of everyone - sectors, people - that provide (even demand).

If there is a caveat, we draw attention to the transposition of some common terms in business for a "spirit language" (if we may so express it) to avoid rejection that is much more biased than based upon facts. In our experience, we find it difficult to explain to a few fellows within the doctrine concepts such as "business", among others, seen by them as being only the commercial and financial trade.

The replacement of citations of technical books for the doctrine's equivalents, captured in Kardec, Emmanuel, André Luiz, Joanna de Angelis and many others, besides the Bible, can lubricate this process of communication, which is still, unfortunately, a great barrier among workers .

Bibliography:

Ackoff, Russell L. Corporate Planning (Planejamento Empresarial).Rio de Janeiro: Livros Técnicos e Científicos, 1981

COSTA, Eliezer Arantes da. Gestão Estratégica (Strategic Management).São Paulo: Saraiva, 2003.

FEB Conselho Federativo Nacional (National and Federal Councils). Guidance to the Spiritist Center.Rio de Janeiro: FEB, 2007.

FRANZOLIM, Ivan Rene. Como administrar melhor o Centro Espírita (How to better manage the Spiritist Center).Available at http://www.espirito.org.br/portal/artigos/diversos/movimento/como-administrar-melhor.html , accessed on 12/06/2011.

SAMPAIO, Jader dos Reis. Voluntários: um estudo sobre a motivação de pessoas e a cultura em uma organização do terceiro setor (Volunteers: a study on the motivation of people and the culture in an organization of the third sector).Franca / SP: Unifran, 2010.

TAVARES, Mauro Calixta. Gestão Estratégica (Strategic Management). São Paulo: Atlas, 2000.

VASCONCELOS F º., Paul and Pagnoncelli, Dernizo. Construindo Estratégias Para Vencer! (Building Strategies To Win!) Rio de Janeiro: Campus, 2001.