Interorganizational cooperation II of III: the humanitarian perspective

• Published in: Joint Force Quarterly : JFQ no. 80; p. 145
• Main Authors: McArthur, James C, Carswell, Andrew J, Cone, Jason, Chamberlain, Faith M, Dyer, John, Erickson, Dale, Katsos, George E, Marx, Michael, Ruf, James, Schirch, Lisa, Shea, Patrick O
• Format: Journal Article Trade Publication Article
• Language: English
• Published: Washington National Defense University 01.01.2016
• Subjects: Humanitarian aid; Joint operations (Military science); Military personnel; Social aspects
• ISSN: 1070-0692; 1559-6702

This article is the second in a three-part series on interorganizational cooperation and focuses on the humanitarian perspective. In it, the authors demonstrate how one particular challenge can adversely impact people, the commonality of purpose, and organizational processes, namely, the difficulty in achieving a reciprocal mutual understanding of other organizations when seeking cooperation. Humanitarian organizations and the US military ultimately share one overarching goal -- that of changing a current condition. When effective coordination takes place, the vital needs of affected populations can be addressed more swiftly and comprehensively. The most critical aspect of effective coordination between these two bodies is context. Even in the absence of shared objectives between the US military and humanitarian organizations, there is a need on both sides to navigate organizational cultures and bureaucracies to identify commonalities to meet their own internal organizational goals. As US military personnel engage in diverse humanitarian aid or relief operations, their efforts are more effective when coordination is grounded in trust-based relationships.