ABSTRACT
International development projects often focus on technical solutions to development challenges, but development is as much about working with and building capacity of people as institutions. The present essay applies emotional intelligence and cultural sensitivity models to explain an oft-perceived phenomenon of development projects succeeding or failing based on the interpersonal skills of the project leadership rather than the technical design or management systems. It calls for development professionals to develop cross-cultural skills, to know the country where they work, and to take into account multiple perspectives in their management of development programs.
