Tag Archives: fragile states

Leadership development in a fragile state

My colleague Nick Sarra and I were asked to work with some practicing managers and leaders in what is usually described as a ‘fragile state’ in Africa. The country has been plunged into conflict for decades, and this has had a profound effect on social relations and the ability to get things done. Conflict still breaks out sporadically, making parts of the country off-limits,  potentially reactivating the tensions which still exist between groups living elsewhere in the country, especially in the capital. The government struggles to provide basic services, so the country is dominated by international aid agencies, development organisations and the representatives of international governments who each have their own sets of policies, procedures and priorities. This becomes visible the moment one steps off the plane: the airport car park is full of 4x4s, each sporting its own logo, and often there to meet, or disgorge development workers with their wrap-around shades and desert fatigues. Without the agencies this country would not be able to survive, but at the same time it feels a bit like an occupation. Continue reading

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