Life in a Hutterite Colony: An Outsider's Experience and Reflections on a Forgotten People in Our Midst

American Journal of Economics and Sociology, The,  Oct, 2000  by Donald W. Huffman

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(4.) Max Weber, The Protestant Ethic and Spirit of Capitalism (1958).

(5.) Weber's Protestant Ethic thesis, however, is confirmed at one point in the Hutterite experience. The Hutterites are strongly committed to maximizing productivity in colony life. At the heart of each sphere of economic activity--whether it be in grain and milk production, or in the raising of hogs and turkeys for the market--the main concern is for the efficiency in achieving the highest financial outcome possible in existing markets. The underlying question and concern often expressed to the author during his visit to the colony was: "How can we do this better to achieve the highest possible output from all our resources--human, capital, and environmental?"

(6.) There are now three major groupings among the Hutterites, with the Schmiededleut branch being the most progressive. The other main branches located in both the United States and Canada are the Lehrerleut and the Dariusleut.

(7.) While it is clear to this observer that the norm of colony life is "selected isolation," which translates into as little involvement with the outside world as possible, some limited contact with outside markets is, at the same time, essential for the colony's continued existence. The fact is that the economic life of a typical Hutterite colony is a form of controlled interaction with the surrounding community within which it exists. What may be called "official business"--business with outside markets which is entirely conducted by the colony steward--is a routine part of the upper leadership's role on behalf of the colony. As noted, the colony regularly markets its products of soybeans and sunflowers, milk and eggs, and turkeys and hogs each year. At the same time the colony purchases needed products from local markets, including farm machinery, building supplies, shoes, fabrics for making clothes, and paper products.

Given their evident knowledge of both retail and wholesale markets and a keen eye to price per unit, the Hutterite leadership seeks to maximize the colony's profits and to minimize its costs in relation to the competitive market within which it trades. In their business roles the leadership drives hard bargains, all to the end of assuring the colony's continued existence through both productive and lean years, which swings often characterize farm life today.

Again, it needs to be emphasized here that such interaction with outside markets is highly controlled and as limited as possible, in order to maintain the Hutterite's distinctive way of life. Their religious beliefs mandate separation from the outside world to enable them to realize their central tenet of community of goods, which for them is at the heart of what it is to be Christian. Since access to outside markets is limited to the carefully selected colony steward in consultation with the head minister and council of elders, one can see how influences of outside markets, and indeed nearly all aspects of the wider culture, are carefully filtered out for Hutterite colony members.