Rowan Williams' Mirror Problem - George Naff Gray
Rowan Williams' Mirror Problem
By The Rev. Dr. George Naff Gray, Jr.
Special to Virtueonline
www.virtueonline.org
January 24, 2010
Humorously one could say that the Archbishop of Canterbury Rowan Williams has a mirror problem because of his scruffy appearance, but unfortunately his mirror problem is deadly serious. The picture in the mirror contains an Anglican Communion distraught and wondering, theologically speaking, whether the Archbishop of Canterbury remembers what he looks like after looking in the mirror. By reviewing Williams' record as Archbishop of Canterbury and contemplating on St. James' Epistle 1:19-27, I believe, an answer is forthcoming.
Williams' initial leadership could be defined as successful because he was "quick to listen, slow to speak and slow to become angry." (James 1:19) These gifts are commended by St. James. They helped Williams. He and his colleagues built a solid and united consensus benefiting the welfare of the Anglican Communion early in his administration. At midterm, however, Williams' leadership was being viewed as a failure. Now his failures are compounding. The Anglican Communion is increasing in disarray, woundedness, and loss. How could such a thing happen, especially when Williams began by garnering unanimous peer support?
Read the full story at www.VirtueOnline.org
By The Rev. Dr. George Naff Gray, Jr.
Special to Virtueonline
www.virtueonline.org
January 24, 2010
Humorously one could say that the Archbishop of Canterbury Rowan Williams has a mirror problem because of his scruffy appearance, but unfortunately his mirror problem is deadly serious. The picture in the mirror contains an Anglican Communion distraught and wondering, theologically speaking, whether the Archbishop of Canterbury remembers what he looks like after looking in the mirror. By reviewing Williams' record as Archbishop of Canterbury and contemplating on St. James' Epistle 1:19-27, I believe, an answer is forthcoming.
Williams' initial leadership could be defined as successful because he was "quick to listen, slow to speak and slow to become angry." (James 1:19) These gifts are commended by St. James. They helped Williams. He and his colleagues built a solid and united consensus benefiting the welfare of the Anglican Communion early in his administration. At midterm, however, Williams' leadership was being viewed as a failure. Now his failures are compounding. The Anglican Communion is increasing in disarray, woundedness, and loss. How could such a thing happen, especially when Williams began by garnering unanimous peer support?
Read the full story at www.VirtueOnline.org
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