Abstract

Many people from the developed world, who intend to help the poor in less developed countries, actually end up doing harm by creating more dependence, demonstrating ignorance of the local culture, not understanding the importance of long-term relationships, and offering solutions to problems without ever getting input and buy-in from those they intend to help. There is very little published research in scholarly journals regarding how those from the developed world can best approach humanitarian relief and development work in the developing world. In this qualitative analysis using a collective case study design, humanitarian relief and development organizational leaders share best-practices that focus on the following recommendations: 1) Empower and develop the indigenous people, 2) Focus on long-term relationships and partnerships with the indigenous people, and 3) Work on understanding the local culture.