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When the best of intentions meet the reality of humanitarian project work, cultural sensitivity is paramount. Results will depend on patience, inclusion and an understanding of wider issues of policy and consequence. And the ultimate reward will come with the transfer of the skills to those will carry on.
You’re convinced. Your top-notch project management skills could make a world of difference in a developing country, whether it is helping humanitarian aid reach the most needy quickly and efficiently or helping emerging governments implement the latest management techniques. But where to begin?
Opportunities abound, from volunteering for or working with aid groups or government agencies to taking advantage of a proliferation of graduate degrees in international development. You’ll need patience and a passion for inclusion. You will need to understand the risks and rewards of true capacity building. You will need to understand that cultural sensitivity isn’t a goal, it’s a mission critical attribute around which your projects can succeed or fail.
“To me, that’s one of the key things that a new project manager going overseas should have, some awareness of such skills, but I would broaden that into participation — a real belief or attitude in the participation of the stakeholder,” says Peter Heffron, a semi-retired consultant who spent more than 20 years in international development and humanitarian aid work, including with CARE International.
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