In an effort to rebuild its educational system, the Iraqi Prime Minister created the Higher Committee for Educational Development (HCED) in 2009 to manage a large new scholarship program for Iraqi university students seeking degree programs in the U.S. and in the U.K. and to revamp its K-12 education system. The St. Charles Consulting Group, working under the direction Academy for Educational Development (AED) – a nonprofit organization based in Washington, D.C – is in the process of creating the organizational structure, job descriptions, procedural guides, policy manuals, decision-making and communication protocols, operational standards and processes for HCED.
While we have a team of three professionals assigned to this critical project, B.K. Simerson, PhD., is our man on the ground in Baghdad. We were interested in learning more about what the working conditions are like and an interview with B.K. provided some fascinating insights to this project.
1. What are the biggest achievements to date?
Perhaps the biggest achievement is that we have gained credibility in the eyes of Dr. Zuhair Humadi. Dr. Humadi is the Executive Director of the Higher Committee for Education Development (HCED), the Senior Advisor to the Iraqi Vice President, and previously the Secretary General of the Council of Ministers of Iraq.
Also, we have provided executive coaching to HCED leaders and professional coaching to manager candidates and other key contributors, and we have worked with the HCED to:
- firm up the organization structure,
- solidify role descriptions and skill requirements,
- create a policy and procedures manual,
- design decision-making and communication protocols, and
- establish operational standards and processes
In addition we have been co-facilitating weekly strategic planning sessions made up of high-ranking Iraqi government officials.
2. What are the measures for success?
Measures for success are observable changes in the way HCED leaders plan, manage their time and resources, and lead the HCED organization. While the HCED leaders have always been self-motivated and committed to the tasks at hand, they have thought and acted in accordance with Arabic cultural mores and long-standing assumptions and expectations. They now have a “tool kit” of westernized business and management principles and practices from which to draw when making decisions and addressing a broad and multifaceted slate of external forces and internal factors.
Measures for success are also observable changes in the extent to which HCED staff members voluntarily share information, suggestions, and recommendations with their colleagues and in the extent to which they think independently, systemically, critically, and creatively.
3. What are some specific activities that are being done?
We are working with HCED leaders to:
- Identify and address a broad range of managerial issues you typically encounter when managing a start-up organization
- Understand and address constituent needs and requirements to establish needed credibility within Iraq and the Middle East
- Formulate, introduce, and reinforce operating principles and practices likely to contribute to the Higher Committee’s short- and long-term success
- Think and act in a manner that encourages:
- Equality of opportunity
- Transparent decision-making
- Open and frequent communication
- Personal responsibility and independence
- Exertion and acceptance of accountability
- Dialogue, discussion, and debate
4. What are the major obstacles to achieving the objectives?
Each HCED leader holds at least two or three responsible senior-level leadership positions within the Iraqi government. They are therefore constantly pulled in multiple directions and are frequently elsewhere (for example, meeting foreign dignitaries or representing the Prime Minister or Vice President at State functions). So, availability is one challenge.
Another challenge relates to security. The HCED functions in a risk-laden environment, and acts of terrorism occasionally disrupt business. Delays caused by security precautions frequently make it difficult or impossible for conversations or meetings to occur at all or on time. Security concerns also make it difficult as, for example, in scheduling meetings. HCED leader security considerations prohibit them from discussing (internally or externally) where/when they will be throughout the business day.
Finally, cultural differences pose some difficulty. An important facet of the Arabic culture, for example, is one’s showing respect for one’s elders. In a business setting, this translates to “younger” (in terms of age and/or experience) staff members, managers, and leaders deferring to “older” staff members, managers, and leaders. This expectation tends to impede/limit dialogue, discussion, and debate … even though HCED leadership constantly and consistently encourages input, contribution, involvement, and participation.
Another cultural factor is that, while Iraqi people are generally very friendly, kind, and thoughtful, for decades they have lived in an oppressed society. They therefore are reluctant to say or do anything that stands out to others, think or act independently, or do anything that might “spotlight them” and thus raise their level of personal accountability. Such a mindset runs counter to the Higher Committee’s critical success factors.
5. How is the reception of the Iraqis to our work?
The Iraqis are very receptive of and responsive to our advice, consultation, and coaching. The HCED is a relatively small start-up organization, and HCED leaders quickly apply newly learned business/management principles and practices. Government leaders are confident that the HCED organization will become a model for other Iraqi and Middle Eastern organizations, mainly due to the progressive business and management principles and practices we are introducing through our consultation, coaching, and meeting facilitation.
6. What are the major differences between working with the U.S. and working with Iraq?
In addition to the cultural conditions that I mentioned earlier, it is important to note that English is a second language for all HCED leaders, managers, and staff members. Some are fluent … others are proficient … others struggle. Sentences and phrases must be delivered in a steady and deliberate cadence and you must give the Iraqis time to interpret what is being said (personally and frequently to each other). You must take this into consideration when scheduling, planning, and preparing for briefings, coaching sessions, and business meetings.
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