ABSTRACT
The first chapter in Part I explores the work culture of the humanitarian workspace, the constant requirement of flexibility of staff, and how it has been and continues to be shaped by colonial history, patriarchy, hierarchies, US labour rights, the needs of the people affected by crisis and their primacy, the limited ability of unions to fight for staff rights collectively in the sector, compassion fatigue, and also simply staff themselves, including flexible, childfree people.
The second chapter discusses why the working culture must change, whether to enable true diversity in teams that also impacts the quality of work implemented, to improve staff well-being and health, to reduce staff turnover, or to recognise that having children is not even a choice for everyone. The chapter also includes consideration of how change could happen, including through feminist leadership, and, to an extent, how it is already happening.
