ABSTRACT
This case study describes the challenges of working in multicountry projects in the international development sector. The findings of the research problematize the relationship between the Global North and Global South in terms of their position in the frameworks of power. I discuss how cultural categories, such as Global North and Global South, can have a significant effect on how power relations are understood by different participants. The chapter ends with a set of recommendation on how knowledge hierarchies can be overcome to produce a more fruitful engagement.
