Following a Holy Week marked by favorable weather and a significant influx of visitors, including many friends from Seville who choose Jerez for its more accessible atmosphere, a profound reflection emerges on the nature and handling of brotherhoods. The celebration, which culminated with the Resurrection of Jesus, has been a success in terms of participation and enjoyment, solidifying the saeta and the activity of flamenco clubs as cultural pillars.
However, the author warns about the risks of applying business logic to these institutions, which are, above all, living fabrics built on years of commitment and devotion. The management of a brotherhood should not be reduced to a mechanism activated annually, but rather an organism that nurtures and cares for the bonds among its members. The introduction of rules that, while logical from a logistical perspective, make no sense in the context of a confraternity, can lead to ruptures and estrangement.
If we apply business policies to entities of this type and nature, rich in history, what shines in the streets can be damaged from the shadows, because they are aggressive.
The role of the confraternity director and the elder brother is crucial in this balance. They are expected to nurture roots and listen to those who have dedicated years to the brotherhood, rather than displacing experience for affinity. A lack of communication and consideration for older members can turn disorientation into the norm, affecting the corporation's identity.
The phrase “that’s how it is,” attributed to a member of the governing board, encapsulates the problem. It is not about questioning the chosen individuals, but the criteria by which decisions are made. When experience is replaced by affinity, certainty turns into uncertainty, and a brotherhood risks becoming an impeccable but empty organization. In a city where Holy Week is identity and not just a spectacle, treating brothers as mere audience is a significant mistake.
