Learning organisations and the training of staff in management positions : A critical analysis of MSF Sweden and IFRC/the Swedish Red Cross

Abstract: To be a humanitarian aid worker [HAW] in the field entails working in a demanding environment, and in this milieu, interpersonal conflicts [IC] sometimes arise which may risk the entire project. The ones responsible for dealing with ICs, should they occur, are HAWs in management positions employed by various humanitarian organisations [HO]. However, the hypothesis presented in this thesis is that HAWs are not always provided with the training necessary. This thesis aims to critically analyse how HO prepare and train HAWs, specifically in IC management, and whether two significant HOs, Médecins Sans Frontières [MSF] and the International Federation of the Red Cross [IFRC], can be described as learning organisations [LO] according to Senge’s (1990) five disciplines. Through qualitative content analysis, involving interviews and literature reviews, the author seeks to identify training gaps, how MSF and IFRC can become LOs, and how these organisations would benefit from becoming LOs.  According to interview participants, the author found that more training would be beneficial, both for themselves and for MSF and IFRC, since many ICs go unmanaged. Furthermore, it was identified that MSF and IFRC had taken a few steps in a direction that could lead to them becoming LOs. However, more can be done, and through Senge’s disciplines, MSF and IFRC would benefit from more involved HAWs, improved wellbeing of HAWs, and possibly lower staff turnover.  In conclusion, the hypothesis of this thesis was proven to some extent. HAWs do receive training; however, more training can be provided. The wellbeing of HAWs is also a vital problem that HOs have to consider to lower retention rates, encourage their HAWs to stay employed, and further encourage learning within the organisations.