1. |
INVEST TIME IN KNOWING THE CULTURE IN WHICH
YOU ARE OPERATING. Understanding how values,
practices and beliefs affect human behaviour is fundamental
to the design of effective programs. Nowhere is this
understanding more important than in the area of power
relations between men and women. |
2. |
HEAR WHAT THE COMMUNITY HAS TO SAY.
Before designing a project, find out from community
members what they hope to achieve. Soliciting their
views on different aspects of a project, from the overall
strategy to specific advocacy messages, can foster lo¬cal
acceptance and instil a sense of ownership. |
3. |
DEMONSTRATE RESPECT. Make an effort
to show that you understand and respect the roles and
functions of community leaders and groups, avoiding
attitudes or language that may be perceived as patronizing. |
4. |
SHOW PATIENCE. A great deal of dialogue
and awareness-raising may be needed to per¬suade
others to accept new ways of thinking, especially ones
that challenge beliefs closely tied to individual and
social identity. Invest as much time as necessary to
clarify issues and address any doubts. If questions
are not resolved, they may resurface later and derail
progress. |
5. |
GAIN THE SUPPORT OF LOCAL POWER STRUCTURES.
Winning over those who wield power in a community, whether
they be NGOs, women’s groups, religious leaders
or tribal elders, can be a crucial first step in gaining
acceptance at the grass roots. Make sure your first
encounter sends a positive message. |
6. |
BE INCLUSIVE. The best way to dispel
mistrust is through a transparent process of con¬sultation
and negotiation involving all parties. |
7. |
PROVIDE SOLID EVIDENCE. Using evidence-based
data, show what program interven¬tions can achieve,
such as saving lives. In addition to advocacy, such
information can be used to clarify misconceptions and
obtain support from policy makers and local power structures,
including religious leaders. Credible evidence is especially
important when the issues under discussion are controversial. |
8. |
RELY ON THE OBJECTIVITY OF SCIENCE.
Addressing culturally sensitive issues in the context
of [mental] health can help diffuse the strong emotions
that may be associated with them. A technical or scientific
perspective can make discussion and acceptance of such
issues easier. |
9. |
AVOID VALUE JUDGEMENTS. Don’t
make judgments about people’s behaviour or be¬liefs.
Rather, put your own values aside as you explore other
people’s thoughts and dreams, and how they think
they can best achieve them. |
10. |
USE LANGUAGE SENSITIVELY. Be cautious
in using words or concepts that may of¬fend. Frame
issues in the broader context of health and healthy
families and communities. |
11. |
WORK THROUGH LOCAL ALLIES. Rely on
local partners that have the legitimacy and capacity
to influence and mobilize a community. Such partners
have the added advantage of knowing what local people
are likely to accept. |
12. |
ASSUME THE ROLE OF FACILITATOR. Don’t
presume to have all the answers. Give up control and
listen to others express their views, share their experiences
and form their own ideas and plans. In an environment
charged with ethnic or religious differences, assuming
the role of facilitator sends a message of neutrality. |
13. |
HONOR COMMITMENTS. Doing what you
say you will do is a powerful way to build confidence
and trust. |
14. |
KNOW YOUR ADVERSARIES. Understanding
the thinking of those who oppose your views can be key
to successful negotiations. Analyze the rationale on
which they base their arguments and be ready to engage
in an ongoing and constructive dialogue. |
15. |
FIND COMMON GROUND. Even with seemingly
monolithic institutions there are dif¬ferent schools
of thought. Look for areas of common interest that can
provide entry points for working with non-traditional
partners. |
16. |
ACCENTUATE THE POSITIVE. When addressing
harmful traditional practices, empha¬size that both
harmful and positive practices are found in all societies.
This can help diffuse tensions around the challenging
issues. |
17. |
USE ADVOCACY TO EFFECT CHANGE. Well-planned
advocacy campaigns are partic¬ularly important when
project goals are likely to provoke religious or cultural
controversy. |
18. |
CREATE OPPORTUNITIES FOR WOMEN. Give
women the opportunity to [express themselves] and demonstrate
their capabilities. This can help diminish false, culture-based
beliefs about stereotypical gender roles. |
19. |
BUILD COMMUNITY CAPACITY. Reinforce
a sense of ownership and ensure sustain¬ability
by strengthening the skills of community members, including
health-care providers and peer educators |
20. |
REACH OUT THROUGH POPULAR CULTURE.
In many parts of the world, music and dance are popular
cultural expressions. Use them to communicate new ideas,
and be sure to involve young people in the creative
process. |
21. |
LET PEOPLE DO WHAT THEY DO BEST.
Often, an appropriate role for traditional or religious
leaders is mobilizing communities or helping to reshape
public opinion. Seek their engagement in these areas. |
22. |
NURTURE PARTNERSHIPS. Cultivating
relationships requires an investment of en¬ergy,
patience, and time. Don’t allow them to disappear
just because [work] has ended. Sustaining partnership
beyond a single [consultation] allows trust to mature,
increasing the chances for positive results over the
long term. |
23. |
CELEBRATE ACHIEVEMENTS. Bringing
accomplishments to the attention of others and publicizing
success can create a sense of pride and reinforce community
involvement. |
24. |
NEVER GIVE UP. Changing attitudes
and behaviours can be an excruciatingly slow pro¬cess,
especially in closed societies. Don’t expect to
accomplish everything at once. Even small changes are
significant, and may be more enduring over the long
term. |
