Overcoming the risk of internal conflicts and fragmentation in the Gülen Movement

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How likely are fragmentation and schisms in the Gülen Movement?

Fragmentation and schisms are unlikely to form in the Gülen Movement for several reasons: the Gülen Movement does not have an ideology; its worldview or belief system is not dogmatically attached to some fixed orthodoxy of interpretation of values and ideals handed on from the past; it is not closed to fresh presentation of its own near reference-tradition or to ideas originating outside that tradition; neither is it closed to new formulations and practices that open up a large common source of compatible values and ideals between different traditions.

Gülen and the Movement are not occupied with dogmatic views, but with values such as compromise, stability, protection of the life, honor and dignity of the human being, dialogue and consultation and justice, equity, and human rights. It follows that the Movement’s SMOs cannot be demanding a return to the original purity of ideology, or something of that sort.

For its long-sustained positive, constructive and non-confrontational activism, the Gülen Movement relies on the social cohesiveness or unity of ideas, means and goals of its diverse participants. It does not rely upon an exclusivist solidarity that separates some of them from others or all of them from wider society and the world. What always matters most is not the numbers of participants but the quality of their inner commitment to the meaning of voluntary, altruistic service as broadly understood within the Movement.

Does the choice of projects ever cause internal conflict in the Gülen Movement?

Conflicts can also arise in a movement because of lack of internal communications and co-operation, lack of fairness in distribution of resources and incentives; deprivation of certain individuals; the imposition of unrealistic, unpromising or obsolete perspectives or projects; and because of increased personal or collective risks.

In the Gülen Movement, however, participants belong to many social networks as well as taking part in particular service-projects. Also, participants have access to mass communication about the activities and values of the Movement through the media and press organs. The Gülen Movement, therefore, does not lack resources for communication. It does not lack opportunities to pursue different but complementary strategies. It is able to provide its participants with new explanations or perspectives for any emergent realities.

The localization of projects and collective decision making prevent feelings of unfairness about resources and incentives, thwart the imposition of unrealistic or obsolete projects, and avert any potential risk taking. For all these reasons, internal conflicts become unlikely in the Gülen Movement.

How does the Gülen Movement overcome the risk of internal conflicts and factionalism?

The Gülen Movement is not an exclusivist and ideological organization or movement. It does not rely on symbolic incentives such as a sacred cause, revolutionary brotherhood, or martyrdom. That kind of reliance increases the risk of internal conflicts and factionalism.

The Gülen Movement does not have a doctrinal orthodoxy, is not an exclusivist organization, and has not suffered any internal disagreement over tactics, goals, or personalities. Also, as the different networks have specific tasks and interests and respond in different ways to the pressing needs of the environment, they do not compete for power. Moreover, as solidarity is not a goal and is not artificially generated, so it cannot be exploited to form factions.

In service networks there is little significant differentiation of hierarchical roles, and the parameters of projects and rewards for them do not differ a great deal. Furthermore, the tasks which require functional specialization are already carried out by professionalized individuals or networks for the SMOs. People in the Gülen Movement co-operate for reasonable, feasible and promising projects which are selected after extensive consultation. So participants do not delude themselves with impractical projects or passing whims. The Movement has for years tested, proved and learned from their projects, including all kinds of educational efforts and institutions. In the context of the Movement, therefore, groups of participants cannot and do not abruptly break away and launch into uncharted waters.

In short, the processes of consultation, networking and professionalization prevent the emergence of tensions and factions in the Gülen Movement.