How can organizational psychology contribute to international cooperation projects? The case of Lacor Hospital in Gulu (Uganda)
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Résumé
The present paper aims at describing how organizational psychology may contribute to the implementation of international cooperation and to the development of projects in multicultural organizations. Moving from a socio-constructionist theoretical background, we propose a model for interventions in multicultural organizations and communities. Cultural and ideological systems of knowledge, interpersonal processes and pragmatic practices constitute forms of knowledge that construe the representation of the organization, or in other words, its pragmatic meaning. The way in which these forms of knowledge interact generates the “field” of effective or ineffective actions, decisions or individual positioning. The main dimensions of this model represent three intertwined fields of analysis that need to be taken into consideration when planning interventions in multicultural contexts. We will particularly focus on a specific case-study: the intervention that CFI carried at the St. Mary's Hospital in Lacor - Gulu (Uganda) within the project ‘Formazione per lo Sviluppo’ funded by Compagnia di Sanpaolo and Fondazione Corti. After many years of civil war in the “Acholiland” (a region in the north-east of Uganda), a former “family-run” missionary hospital founded by two doctors from Italy and Canada, turned into a big multicultural organization. This rapid and profound change involved (and is still involving) more than 400 Ugandan employees, many international donors and organizations, some Italian representatives of the Italian/Canadian foundation that sustains the hospital, as well as a larger community of people who daily refer to Lacor hospital for health cares. Since 2009 CFI has been involved to help handling some managerial and organizational issues, with specific attention to the empowerment of a new Ugandan middle-management. Preliminary interviews and focus groups helped us show that different roles within the hospital convey conflicting and contradictory representations of the emerging middle-manager. Training, consultancy and appreciative inquiry sessions were then carried on at different levels of the organization in order to promote a more functional (in terms of responsibility and autonomy) role of middle-manager. Main changes promoted in the context as well as implications for the organization and for future developments of international cooperation projects will be discussed.
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|---|---|---|
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