THE POWER OF LATENT EXPECTATIONS

Glossary:
latent = hidden, invisible, under the surface
project partner = native cooperation partner
project manager = superior of the sending organisation

Latent expectations have a strong impact on people’s attitude and behaviour and therefore are likely to have a strong impact on people’s attitude and behaviour and therefore are likely to have an adverse impact on the entire project. International settings can amplify the effects when cross-cultural and cross-religious dynamics are not understood and considered. The sooner you discover and understand these, the sooner you can respond constructively.

Seven Indicators of Latent Expectations

1. Your project does not advance well. It is dragging along.
2. Your suggestions are (politely) being ignored.
3. You find other stakeholders giving orders to the team behind your back.
4. You are told to do things that do not align with your perceived or assigned role.
5. Your team avoids direct contact to you.
6. You are made aware that you are the foreigner and should do or provide certain things.
7. You ask for support or resources which are only reluctantly granted or not at all.

This list is not exhaustive. So add to it from your own experience.

You may find that every stakeholder in your project setting has hidden expectations: your local project partner, their staff and network, your team, your sending organisation and last, but not least, you yourself. These can relate to money, decision power, time frame, loyalty, „being flexible“, roles, and more.

Examples

Differences in Role Comprehension

My project partner had a completely different understanding of my role. According to our contract I was an advisor for public relations, helping, coaching and training some of the staff to handle this field of expertise well by using the means that were available. The project partner, however, had the expectation that I was there to do the work of a public relations manager (making the website, making videos and taking photos, being present when important guests arrived, designing product labels) and do other work as well.

I got irritated when my suggested concepts were politely ignored. When I was asked to do electrical installations on the premises I knew there was a conflict in our perception of the project.

The Taxi

Another issue was that I was expected to give people a free ride. Often it was not communicated how many people or how much luggage was to be taken along. It was assumed that there was enough room because I had a „big car“. It did not take long when I became selective and did not announce my trips any longer.

Lifelong Warranty

A rather funny thing happened when I decided to buy a good football for the staff of our partner. A few weeks later a staff member handed me the ball which appeared rather flat. Immediately I knew that he expected me to have it mended or replaced. Startled I took the ball home, wondering what I should do. If I had the ball repaired at my expense or bought a new one, I would always be made responsible in similar situations. So I decided to pump up the ball, hoping for the best it would keep pressure until I had brought it back. Right after this I put up a sign in my office, reading, „When we make a gift, it does not mean that we are responsible for any future repairs!“ It was taken with humor and accepted.

How to Manage

While it is important to take early measures for the project's and your own well-being, do not rush or panic.

1. Take some time out to analyse what is going on. Look deep.
2. Consider your own disappointment, too. When you feel you yourself have latent expectations, define them and if possible discuss them with somebody you trust.
3. Think of ways how to resolve the issues. Carefully consider cultural and religious aspects.
4. Address the issues in an indirect or direct manner, individually or in the team as it is culturally appropriate.
5. If you are in doubt, ask a local team member who you trust. Always act with respect and dignity.
6. Ask questions. This will open up your team members. Pointing fingers will make them withdraw.
7. Do not reject cultural differences. In most cases these are neither better nor worse, just different.
8. Discuss with your project-partner how to go on from there and how to weave in their now open expectations into the project when it thus can be advanced.

When The Situation Escalates

Sometimes you might not reach a mutual agreement and you feel giving in is selling out good development principles. Ask your project manager of your sending organisation for help or intervention. In many cases it is them who negotiated the contract terms with the project partner.

Opt for Alternative Routes:

1. Don't be discouraged, opt for alternative ways. Develop a concept that is closer to their expectations and still follows the core elements of your project description.
2. Offer your training to an organisation which is friendly to your partner organisation. Make sure, however, that you have the approval of both your project manager of the sending organisation as well as that of your project partner.

Conclusion

You are working with and for people, not for a cause or good principles. Please keep this in mind. Deal with hidden expectations respectfully but you must deal with them. Think of a photographer of the old days. The pictures were latent on film and only could be made visible through development. In the same way, only when brought to light, latent expectations can be worked with for the benefit of people and project.

Alexander Breitenbach

Photo: Garmisch-Partenkirchen, by Christian Krknjak, Pexels.com