October 2012
DON BOSCO: EDUCATOR
Page 6
the Spirit in order to engage the human
spirit in the search for meaning, integrity,
identity and the core self.
Educational praxis that does not en-
gage with these human qualities misses
the point. For Don Bosco true religion,
true devotion, engages with all of these
forces and brings them together in the
liberating space of spirituality and care.
He understood that some sense of spiri-
tuality, however vague, some residual re-
ligious sense, is the anchor-hold of most
people’s work ethics and social morality.
at is why he valued and gave his life for
the inspiration, education, and all-round
development of the young.
Servant spirituality taught him to put
them rst. His servant spirituality led him
to be a teacher, a bearer of inspiration,
a model of faith in touch with the deep
questions of the human spirit. He was a
servant, a guide, one who o ered invita-
tions and proposals, not a disciplinarian.
He o ered a vision grounded and made
real in personal dedication. e young
knew they were in the presence of some-
one who was truly on their side, someone
whose values, experiences and assump-
tions they could take to heart. He entered
through the heart and encouraged the
mind.
Yet in all of this Don Bosco remained
a realist. He understood that he could not
draw all the young people he met to be
honest citizens and good Christians. But
that did not stop him trying. He was happy
to serve those he could help to be honest
citizens, but he was also deeply concerned
for those he knew would become nei-
ther honest citizens nor good Christians.
He never lost hope of winning hearts for
God. He would have delighted in what we
call today spiritual and religious social
capital: the religious and spiritual virtues,
attitudes and skills that build wholeness,
wholesomeness, wellness, integrity and wellbeing.
Even an incomplete listing of the virtues and attitudes associ-
ated with theories of spiritual capital will be familiar to the Salesian
educator: love, hope, discernment, empowerment, service, knowl-
edge, remembrance, hospitality, forgiveness, reconciliation, non-
violence, play, acceptance of failure, healing of hurts, and genuine
participation in group and community activities. Following Don
Bosco the Salesian educator today is well-placed to support all the
spiritual and religious forces that nurture resilience, hope, respect,
work ethic, and creative mental ability among the young.
Spiritual capital also favours forms of networking, relation-
ships, and respect for legal and ethical norms that enrich lives
and communities, all of them elements in Don Bosco’s approach.
eories of spiritual capital remind us that faith-based activities
have measurable personal, social e ects. Don Bosco would not
have been surprised. Spiritual capital not only makes a theological
framework and worshipping tradition available to people and the
young, it o ers a sound moral vision and a faith-basis for life.
Spiritual capital is not only a powerful source of energy and
motivation that is equally at home on immanent and transcendent
levels of awareness and involvement, it stands in stark contrast
with materialistic postmodern and neo-liberal visions of self-in-
terest and greed as the basis of moral and economic conduct.
Don Bosco would seek to moderate greed with generosity, pri-
vate ambition with civic engagement, self-interest with care of oth-
ers, and present exploitation of the world’s people and resources
with future needs and consequences. It should come as no surprise
to the Salesian educator that accurate understandings of spiritual
capital in education and life o er major transformational poten-
tials, potentials to serve individuals and the world.
e Institution as Servant
ere is another wing to servant spirituality: the institution as
servant. Today caring is mostly o ered through institutions, large,
complex, powerful, o en impersonal, at times corrupt and incom-
petent. How do we take care of the institution? How do we ensure
that it remains a servant? Part of the answer is institutional renewal
and regeneration. e task is the move the institution to a higher,
even extraordinary, distinguished level of quality and service. Don
Bosco changed a seedy neighbourhood. What have we changed?
Are we even up for change? What examples of such change can
you identify?