Going to visit Rocky and Joske in Bolivia was an eye-opening experience in many respects. We learned a lot about Bolivia, its culture, the actual values in their curriculum and the branches of the ministry Mission Generation, also about the Malloy family. The most interesting thing is how all of those are intertwined.
Our Experience
I will begin by providing a glimpse of the experiences of the week. I, myself, had no idea what to expect, and I think it will be helpful to describe what did happen.
Our time was basically split between talking to various groups in schools, talking business in the office, talking strategy over meals, enjoying the family at home and restaurants, and travelling between all of those places. We were fortunate to see schools in the city and in rural villages. We were able to see the Bolivian people in their homes, at church, and at work.
Tom and I spoke, with Joske translating, to 9 different groups of students ranging in size between 50-200. At first, I had no idea what to say, or what the purpose was of us speaking to these high school students. In the end, my “speech” consisted of the twists and turns that my life has taken, and the principles that I’ve used with God by my side to get through some of the hard times. I also talked about how God worked the hard things for good. Tom spoke about the principles required to succeed in business, and how he couldn’t follow through with those principles without God’s help. Tom always invited the students to invite Jesus into their lives by repeating a prayer prayed by Joske. Most students repeated the prayer. Tom then instructed them that if they meant it, Jesus was there with them, and they should try to figure out what He wanted them to do. Amazing what you can say in the public schools!
One thing that is very important to notice is that opportunities to bring the gospel to students like the one mentioned above are different than the “drive-by evangelism” that can happen with short-term missions that provide no follow-up. Mission Generation is an on-going program.
I eventually realized that our speaking to the students had multiple purposes. What we were doing with them was describing an implementation in our lives of the principles that Mission Generation program teaches. It took me a while to understand that these principles (love, creativity, purpose/planning, work, fruitfulness, government, marriage), which are straight out of the Bible, and which we think of as commonly understood, are not commonly understood at all by these young people and their parents. It was helpful for them to see how we applied them to our lives, and that they really did make a difference. Frequently, we could tell that the teachers were listening even more closely than the students. We were suggesting a different approach to life, one that was full of hope.
Another purpose of visiting the schools was to make Mission Generation’s presence known, and to help the overworked principals and teachers know that Mission Generation organization wants to serve them well. The faculty really appreciated our visits. At one point, we tried to cancel a presentation because we needed more time to discuss operational issues. Our cancelation was met with great resistance. We did end up going, and were very glad that we did. The principal was so grateful. The teacher in whose classroom we spoke had lots of questions. The students were some of the most receptive.
There are many teachers and principals who care deeply for their students and their schools. This became abundantly clear to me during the teachers training on which Joske and I worked together. But, they are often working with one hand tied behind their back. The money for teachers is very limited. Schools are in disrepair.
Cultural Issues Affecting the Ministry
One reason for the sad physical shape of the school buildings is that multiple schools hold classes in the same building in 4 hour blocks. There is no “ownership” of the facilities. Consequently, there is little inherent motivation for upkeep. The concept of teamwork (in this case the students and faculty of different schools working together to keep the schools clean) is somewhat foreign in the Bolivian culture. The concept of working only for “my” good is the norm, as can be seen in business dealings, the drug culture, and the way many men treat women and children. Another reason for the sad physical shape of the schools is the poverty. People in the community vandalize and steal from the schools in order to meet their own needs.
The culture is a little different in the rural villages. Here, students, families and teachers know each other well. There seems to be more cooperation, and more pride (in a positive sense). We were very impressed with the quality of the students’ work in the rural schools, even though they often had even fewer resources at their disposal.
Cultural Issues and the Curriculum
When in the rural villages, Joske held a training session for the parents. The turnout was huge. These parents came tired, after working long days. They are clearly hungry for truth and for help in raising their children. Joske was fantastic with the parents. She is clearly passionate about what she teaches and she is a gifted communicator. She wanted these parents to understand the virtues and principles that that Mission Generation teaches, and how following these principles can lead to a much better life. Again, I was stunned that the parents were lacking knowledge that I thought was common.
At one point, Joske asked the audience if love was an emotion or a decision. The room was silent except for a couple of people that tentatively suggested that it was an emotion. She creatively explained that it was a decision. It struck me what a difference understanding just that one concept could make in their lives and those of their families.
Illiteracy and lack of access to the internet for information and email exchanges present additional challenges for educating the parents regarding the content and benefits of the curriculum. For the program to work, parental buy-in is essential. However, because of the limitations, training sessions must be conducted in person. The need is great, but Joske has limited time. She (well, maybe just her skill set) needs to be replicated.
Cultural Issues Surrounding the Business
As passionate as Joske is about teaching, Rocky is about the business of evangelism. He wants to find the best way to reach the most people. Having immersed himself in the Bolivian culture, he recognizes that business in Bolivia is not the same as business in the US. First, there are differences with the employees. The Bolivian work ethic is different than in the US. Workers tend to function as individuals, not understanding the concept of doing something for the good of the whole. Honesty has been a problem. “Firing” employees who underperform comes with a huge monetary penalty imposed by the government. Second, the law of the land can change at the whim of a single governmental official. So even though you may have established a contract with the schools under a certain set of laws, those laws can be changed overnight rendering the contract null and void.
As is shown by the condition of the schools, Bolivians seem apt to care much less about things that they do not have a stake in. It is probably no different than in the US. Hence, the model of making the schools and parents pay something for the Mission Generation curriculum causes them to have a greater interest in it. Rocky and Carlos F. (Mission Generation’s Bolivian administrator) are working hard to make Mission Generation Bolivia a self-sustaining. To do this, the native Mission Generation Bolivia employees need to buy in to the ideas of teamwork, honesty, and efficiency. Really they need to buy-in to the principles espoused in the curriculum that they make and sell.
More on the Business Side
Tens of hours were spent discussing the business side of the ministry. We talked about fixed and operational costs. We talked about the structure of the Mission generation in Bolivia organization, and the structure of the school system to which they provide the curriculum. These concepts fall more under Tom’s expertise. Here I focus on the most essential resource, the employees.
The Need for Good People
It became clear that good people are the key to the future of the ministry. Having a few quality people trumps having a large but less dependable work force. Carlos F. has recently cut the number of staff members significantly, and wants to rebuild with a solid few rather than an unstable many.
There was much discussion as to how these good people can be found and trained. Joske needs trainers that can effectively carry some of her load. These people would be able to train teachers in using the curriculum, and do some of the parent training as well. Carlos needs workers that are adept at selling the curriculum. They would need to deal with the schools, as well as the city government and financial officials.
One way to recruit good future employees might be to offer scholarships to students who show unusual interest in theMission Generation Bolivia’s curriculum as high school students. The government currently provides 10 scholarships per school to the public universities. The top students are awarded this opportunity. Mission generation might be able to offer something similar. The thought is that students who have experienced the program might develop into good people to market the curriculum and train others in the program. The scholarships for salespeople might provide for a business degree, and the ones for training for a teaching degree. A paid internship, hopefully leading to future fulltime employment, could also be a part of the plan. While an interesting idea, there are drawbacks along with the positives. One such challenge is that once the student becomes an employee, the government penalties for termination go into effect. So, if the student does not turn out to be a good fit, money is lost.
Another approach to hiring might be to seek out more senior people. The Malloys are aware of a few people who might be a good fit. However, hiring top people comes with an additional financial burden.
The Need for Good Training
As mentioned, Carlos has already removed many staff-members who were underperforming, or not suited for the ministry. Those who remain and new people who are hired need more complete training. The sales people need a deeper understanding of the curriculum that they are selling, along with the governmental system that they must navigate to complete the sale. There are a fewsalespeople who remain and could be utilized to train with regard to the governmental system. However, if the time spent training others takes away from the commission that they could earn by actually marketing the material, they might not look on this idea favorably. Carlos is trying to come up with an incentive program to curb this fear.
Perhaps the more pressing challenge is to help both the trainers and the salespeople to become experts on the Mission Generation Bolivia’s curriculum, and to become passionate about it themselves. If they embrace what the curriculum is teaching, they cannot help but become better employees, trainers and salespeople. As mentioned earlier it appears that many of the principles taught by the curriculum are foreign to the Bolivian culture.
Written training manuals for the salespeople and trainers could be a first step. With regard to the curriculum itself, these manuals should provide the research and rationale behind the principles and themes discussed. For example, when talking about the principle of marriage, the theme of gender needs to be considered. The concept that men and women think differently, have different needs, and approach life differently is a new idea to many in Latin America. This background information cannot be assumed, but needs to be explicitly taught. This kind of explicit background knowledge will help to build the confidence of both the salespeople and the trainers.
At the same time that the training manuals are being created for the trainers and salespeople, training manuals should be created for the teachers leading the curriculum in the schools. These should include explicit learning objectives for each lesson, along with brief additional background information to increase the instructor’s sense of expertise.
Perhaps even more essential that training manuals is for the employees to actually see the principles taught by the curriculum at work. Then, they can speak from personal experience.
During one of the discussions in the car, I mentioned to Joske a Bible Study group that I facilitate at my university. We study a book of the Bible using a study guide, and have a time of sharing and prayer. All but one of the women are from my building, and this study has served to be the foundation for a real sense of community there.
As I was describing this study, I could see Joske’s eyes light up. She came up with the wonderful idea of creating a discipleship group among the future trainers that she is working with. Rather than using a study guide covering a book of the Bible, the curriculum would be the basis of their study. Outside reading material, from both Biblical and non-Biblical sources could be used to augment the student workbook curriculum. This group, which she calls “Women in Education” would allow for personal prayer and sharing as well. The trainers would be experiencing community (and the values of the curriculum) and learning the material at the same time!
Why Bolivia? (or Latin America in general?)
While Rocky and Joske wonder why more people aren’t out on the foreign mission field, my question has been just the opposite. I have wondered why people go to the mission field when the spiritual needs at home in the US are even greater!?! As I wondered this aloud to Tom he reminded me of these verses from I Corinthians 1:
19 As the Scriptures say,
“I will destroy the wisdom of the wise and discard the intelligence of the intelligent.”[e]
20 So where does this leave the philosophers, the scholars, and the world’s brilliant debaters? God has made the wisdom of this world look foolish. 21 Since God in his wisdom saw to it that the world would never know him through human wisdom, he has used our foolish preaching to save those who believe. 22 It is foolish to the Jews, who ask for signs from heaven. And it is foolish to the Greeks, who seek human wisdom. 23 So when we preach that Christ was crucified, the Jews are offended and the Gentiles say it’s all nonsense.
24 But to those called by God to salvation, both Jews and Gentiles,[f] Christ is the power of God and the wisdom of God. 25 This foolish plan of God is wiser than the wisest of human plans, and God’s weakness is stronger than the greatest of human strength.
26 Remember, dear brothers and sisters, that few of you were wise in the world’s eyes or powerful or wealthy[g] when God called you. 27 Instead, God chose things the world considers foolish in order to shame those who think they are wise. And he chose things that are powerless to shame those who are powerful. 28 God chose things despised by the world,[h] things counted as nothing at all, and used them to bring to nothing what the world considers important. 29 As a result, no one can ever boast in the presence of God.
Those in Latin America are not the rich and the famous. Many would say they are the weak and foolish. Consequently, they may be the prime candidates to bring the world to its knees.
Why the Malloys?
The heart that Rocky and Joske have for the Bolivian people and for God is undeniable. However, there is more to this couple that prepares them for this ministry than meets the eye.
Joske grew up in a missionary family. She has training as a nurse which allows her to provide credible insights into the nutritional influences on learning and behavior. She learns languages fairly easily because of her willingness to risk making mistakes and because of the example of her father. She is passionate and tireless. She is an excellent communicator, and loves doing the research required for good teaching.
Rocky is driven. The word “can’t” is not in his vocabulary. He has vision that can’t be squelched. He is adventurous, and willing to take risks. At the same time, he is willing to listen. He trusts the expertise of others even though it might not immediately make sense to him.
As a couple, they practice the principles that they want to teach. While they share many of the same personality traits, in other ways they are extremely different. They acknowledge that the first few years of marriage were rough because of these differences and the fact that they are both strong personalities. However, they are quick to point out that in an environment of completely committed love, each has grown to be more of the person that God wants them to be. It is clear that they now deeply respect each other and each other’s abilities. The working relationship between the two of them is tremendous.
The home that they have built together is filled with love and respect. The children clearly care for their parents and for one another. I do not mean to paint a picture of robotically perfect children. They are encouraged to be their own people and have the ups and downs that we all experience. But they all love God, are completely welcoming to strangers, and very proud of the work that their parents are doing.
Rocky and Joske have made some conscious choices to create the family atmosphere that they have. Although driven to be always on the go, Joske and Rocky both make a conscious effort to be home, and to let their children know that they are important. Business meetings are interrupted by children’s phone calls which are never put off. The Malloys recognize that they are the ones who decided to be missionaries, not their children. The needs of the children cannot be sacrificed for the cause. I greatly respect this.
Fundraising in the United States
As a final observation, I wanted to comment on fundraising efforts in the USA. Just as Bolivians need a sense of ownership to put forth their best effort, so do people in the US.
Recently, someone in the United States offered to pay the salary for an assistant to Joske. The assistant has been working with Joske for 6 months now and has been a tremendous help. Why was the donator willing to make this rather large investment? Because he or she wanted to see a very concrete need being met. The person took ownership of the need, and took great joy in meeting it.
One organization, I think Samaritan’s Purse, publishes a catalog of “gifts” that can be given in the name of someone at Christmastime. For example, you can give 3 blankets to someone in another country in the name of your mother, by making a donation of X amount of dollars.
Perhaps Mission Generation could follow this model. The gifts could be large (such as a salary), small, or anything in between. Givers could give enough to sponsor a training session, or the books for a particular grade, or to buy the office a new printer. People from the USA are generous, but want to know exactly how their money will be used.
I am Praying for the work to grow and many souls will be reached for Jesus Go you into all the world