Humanitarian Work Psychology by Stuart C. Carr, Malcolm MacLachlan, Adrian Furnham (eds.)

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By Stuart C. Carr, Malcolm MacLachlan, Adrian Furnham (eds.)

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Clearly a ‘digital divide’ has the potential to exacerbate inequity. However, the Internet’s social network functions have the potential to transform the 26 An Introduction to Humanitarian Work Psychology possibilities for aid and development work, including the possibility for advocacy and a different type of ‘participant observation’. The description of SmartAid is a very promising development in this area. The theme of empowerment is explored further in the chapter by Alexander Gloss and colleagues on building ‘digital bridges’ to replace a ‘digital divide’.

Overheads costs for example are psychologically salient for many potential donors, who may lose trust in organizations that are perceived to be spending too much on costs like expatriate salaries or benefits (Economic & Social Research Council, 2010). Trust, this chapter argues, is a key form of human social capital, which aid organizations must work hard to earn, from both donor and ‘recipient’ communities alike. Trust is not hearts and flowers. It is more nuts and bolts. Ideas like trust, and the research evidence that is presented to back them up, also chime well with recent ideas from economics about rendering accountability and trust more salient for humanitarian organizations (Easterly, 2006).

Loughry, M. (2004). ‘Psychology and humanitarian assistance’. Journal of Humanitarian Assistance. edu/jha/archives/80 on 20 June 2011. Aguinis, H. (2011). ‘Organizational responsibility: Doing good and doing well’. In H. Aguinis and S. Zedeck (Eds), APA handbook of industrial and organizational psychology, vol. 3 (pp. 855–79). Washington, DC: American Psychological Association (APA). 28 An Introduction to Humanitarian Work Psychology Ahlstrom, D. (2010). ‘Innovation and growth: How business contributes to society’.

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