Amazing read. Allah reward you abundantly. I think this gets to the core of an issue we struggle with in the NYC area - the missing 25-45 year olds demographic. They’re there, but also not “there”.
I’m blessed to be part of a masjid that actively seeks out younger talent to fill leadership roles. But it’s very hard for the previous generation - the ones for who the masjid was family as you described - to hand over the keys to my generation, that is often only peripherally present at best, and one “bad experience” away from disappearing entirely. Cue the “masjid uncles don’t want to let us in” complaints and the cycle continues.
Of course no one is blameless, but this essay really gets to the root of it. Jazakumullahu Khair
Amazing and thought provoking piece. I think you hit the nail on the head on a lot of the analysis. I've been thinking a lot about what does the next generation of masajid need to look like and I wonder if the model of masjid-as-a-hub to masjid-as-an-incubator can help offload the burden and inspire more of a builder vs consumer mindset?
One thought on the point about masjid governance being "full of people who sought those positions out of righteous frustration and then, once inside, reproduced the very dynamics they set out to dismantle." I think this is true and while some component of that is due to people coming into power being changed by that power, a lot of it is also the dynamics and systems that those in governance find themselves beholden to are really tough to break through. Changing from within require the kind of decisions that may not be given grace in the short-term and therefore not "rewarded" in the dynamic of voting masjid leaders in/out. To break it, you have to have a committed group that's willing to enjoin each other on truth and patience over an extended period. Allah knows best!
I love the Masjid's focus-shift perspective, and I concur. If our organizations have more specific missions and vision statements, focused on those areas, then they can use their resources to help build others.
I have said this to a few institutions, but what are we building towards — branches, franchises, or self-sustainability? Each has a very different posture and modus operandi. And once we understand this, then we can help support other areas. For example, we probably wouldn't build a Muslim YMCA, but would help prompt up another org that the Muslim YMCA is completely focused on that mission.
Thank you so much for sharing these reflections. I've thought a lot about these similar dynamics, merely as a congregant and who thought about joining the board, but I never really thought of the masjid as a product. What a great insight that I need to think more deeply about. What do you think of third spaces? Do you see them operating within that ecosystem you referred to early on in your piece?
So, non-masjid religious spaces have existed throughout our history. I referred to them as that because, technically, according to Ray Oldenburg who first mentioned the term in “The Great Good Place,” a masjid also qualifies as a third space. So, if it’s a non-masjid religious spaces it now has a specific identifier and role. They are to augment, and provide specific support and care, the masjid cannot provide. But, it doesn’t replace the role of the Masjid. We just need to make sure the roles are defined and specific.
I understand your point and I agree with you that modern consumerism is eating away at our community bonds. But I think the people who turned our masajid into "all things for all people" were/are trying to combat precisely that phenomenon. I agree on the need for a broader network of American Muslim institutions, but might that not run the risk of fragmenting us further?
I think fragmentation occurs when organizations compete with each other. What I wish would be that people could focus on their own area of focus (expertise and/or passion) and allow others to focus on theirs.
Amazing read. Allah reward you abundantly. I think this gets to the core of an issue we struggle with in the NYC area - the missing 25-45 year olds demographic. They’re there, but also not “there”.
I’m blessed to be part of a masjid that actively seeks out younger talent to fill leadership roles. But it’s very hard for the previous generation - the ones for who the masjid was family as you described - to hand over the keys to my generation, that is often only peripherally present at best, and one “bad experience” away from disappearing entirely. Cue the “masjid uncles don’t want to let us in” complaints and the cycle continues.
Of course no one is blameless, but this essay really gets to the root of it. Jazakumullahu Khair
Amazing and thought provoking piece. I think you hit the nail on the head on a lot of the analysis. I've been thinking a lot about what does the next generation of masajid need to look like and I wonder if the model of masjid-as-a-hub to masjid-as-an-incubator can help offload the burden and inspire more of a builder vs consumer mindset?
One thought on the point about masjid governance being "full of people who sought those positions out of righteous frustration and then, once inside, reproduced the very dynamics they set out to dismantle." I think this is true and while some component of that is due to people coming into power being changed by that power, a lot of it is also the dynamics and systems that those in governance find themselves beholden to are really tough to break through. Changing from within require the kind of decisions that may not be given grace in the short-term and therefore not "rewarded" in the dynamic of voting masjid leaders in/out. To break it, you have to have a committed group that's willing to enjoin each other on truth and patience over an extended period. Allah knows best!
I love the Masjid's focus-shift perspective, and I concur. If our organizations have more specific missions and vision statements, focused on those areas, then they can use their resources to help build others.
I have said this to a few institutions, but what are we building towards — branches, franchises, or self-sustainability? Each has a very different posture and modus operandi. And once we understand this, then we can help support other areas. For example, we probably wouldn't build a Muslim YMCA, but would help prompt up another org that the Muslim YMCA is completely focused on that mission.
Thank you so much for sharing these reflections. I've thought a lot about these similar dynamics, merely as a congregant and who thought about joining the board, but I never really thought of the masjid as a product. What a great insight that I need to think more deeply about. What do you think of third spaces? Do you see them operating within that ecosystem you referred to early on in your piece?
My pleasure!
So, non-masjid religious spaces have existed throughout our history. I referred to them as that because, technically, according to Ray Oldenburg who first mentioned the term in “The Great Good Place,” a masjid also qualifies as a third space. So, if it’s a non-masjid religious spaces it now has a specific identifier and role. They are to augment, and provide specific support and care, the masjid cannot provide. But, it doesn’t replace the role of the Masjid. We just need to make sure the roles are defined and specific.
I understand your point and I agree with you that modern consumerism is eating away at our community bonds. But I think the people who turned our masajid into "all things for all people" were/are trying to combat precisely that phenomenon. I agree on the need for a broader network of American Muslim institutions, but might that not run the risk of fragmenting us further?
I think fragmentation occurs when organizations compete with each other. What I wish would be that people could focus on their own area of focus (expertise and/or passion) and allow others to focus on theirs.
Deeply heartfelt and uncomprising in its honesty and compassion for our communities and Masajid. Jazakum Allah Khayran, Imam Abdul-Malik 🤲