Does your community have Shalom Strategy sessions?

We often treat peace as a feeling, but sustainable peace requires infrastructure.

A Shalom Strategy:

Describes that infrastructure and expresses how to grow peace, togetherness and our abilities to transform conflict into an opportunity for growth
Documents goals, plans and metrics that increase peace and unity
Addresses the specific tools, language, and steps needed to de-escalate conflicts
Is specific and individual to each community or group (there is no universal panacea)
An opportunity to identify communal needs and explore opportunities for growing Shalom
Is never perfect and works best when continuously refined over time

Example Agenda for Introspective Strategy Sessions

Welcome & Kavanah (Intention): Framing the work as a spiritual imperative. Reading: "Be of the disciples of Aaron, loving peace and pursuing peace".
The "Why": Reminding the group that we are building infrastructure to prevent disaffiliation and ensure unity.
Check-in: Brief round-table sharing: Where did you see "Shalom" (wholeness) in our community this year? Where did you see brokenness?

Pillar Review: Whole-group discussion on core pillars
Strategic Component Review: What is our strategic approach to each pillar?
Initiatives: What programs and efforts exist and how do they align to our strategy?
Gap Analysis: Identifying the delta between our "Vision" and our current "Action".

Reviewing the Metrics: Examining the data collected over the last cycle.
Discussion: Did we hit our measurable goals (e.g., retention rates, volunteer hours, conflict resolution stats)?
Hard Truths: "Every organization needs to be introspective, transparent, and honest with itself". Where did we fall short?
Current State Assessment:
Are we currently operating in a reactive or proactive mode regarding conflict?
Do members feel safe and supported?

Brainstorming Initiatives: Listing potential improvements based on the gaps identified.
The Impact Matrix: Plotting initiatives on the difficulty/impact scale. Must Have vs. Nice to Have. Easier to Implement vs. More Difficult.
Selection: Choosing 3-5 key initiatives for the next cycle.

Assigning Ownership: Who is responsible for the Plan, Data Collection, and Review for each initiative?.
Setting the Schedule: When is the next periodic review?.
Closing: "Do the best you can until you know better. Then when you know better, do better".