such service. In acknowledging the difficulties associated with mis-
sionary service, Austin (1983:278) observes that the daunting chal-
lenge confronting the missionary and the sending organization is to
keep missionaries “whole” throughout the international cycle.
Indeed, Moore, Jones, and Austin (1987:337) suggest that caring for
missionary families is a continuous dynamic process that includes a
thorough selection, training, on-the-field productivity, and reentry.
The manner in which missionaries are selected is considered by a
number of writers, including Lindquist (1983), Graham (1987), and
Cureton (1983:197), who recommends that the potential missionary
should be screened with respect to three major areas, namely, skills
competence, personality characteristics, and interpersonal skills.
Lindquist (1983:118), in discussing the value of psychological tests
in the selection of missionaries, suggests that the losses incurred by
inadequate assessment can be prevented by the use of psychological
evaluations.
The value of appropriate training for missionary candidates is endorsed
in the literature. Taylor (1993:243–244) suggests that training should
include crosscultural studies, prefield equipping, and on-field training,
to maximize service. Highlighting the length of time mission organi-
zations have been sending missionaries overseas, Lefever (1960:87)
reports that the study of the language of the field to which the mis-
sionary is appointed was stressed both in 1910 and 1960. Lefever com-
ments that too many missionaries, especially those working in
institutions, imagine that they can “get by with English” or some other
European language, which he suggests is a serious mistake.
The lack of awareness of the need to manage or actively support mis-
sionaries is observed by Jones (1993:295), who notes that mission
boards are constantly revising their prefield orientation programs and
trying more on-field orientation programs. However, she suggests
that, to her knowledge, very few, if any, mission boards have a sys-
tematic, ongoing counselling program for their new missionaries.
Lefever (1960:288) suggests that it is not only new recruits in their
first few months who need pastoral care, but missionaries at all stages
of their life-long career.
The challenges of repatriation at the conclusion of missionary service
are also acknowledged by a number of writers. Austin (1983:278)
reports that a substantial number of missionaries find the homecom-
ing process to be more difficult than the initial adjustment to the
field. The manner in which healthy adjustments can be facilitated is
Barbara A. Anderson
36
Thunderbird International Business Review • January–February 2001