You let them "in" only as far as the mission requires.Originally Posted by marct
You can think of this as the difference between empathy and sympathy. To develop a good working relationship, it is essential to understand the perceptions and concerns of your local hires, to listen to them, and to take of their needs within appropriate boundaries. But once you cross that line of sympathy and bond emotionally with the indig, you have compromised your position. This is very difficult for many people to grasp (other than lawyers and salesmen), because we want to be liked, and we like making friends. Addressing this effectively really requires strong leadership on this issue down at the unit level where it impacts (whether it is a military unit, or the civilian leadership at a PRT).
Because of difficulties in vetting and monitoring indig employees, we have to consider that they are all "turned", reporting to one faction or another. Any other mindset is unacceptable.Originally Posted by marct
And although you are definitely describing a worst-case scenario, I do agree that there should be contingency plans for evac of certain indig personnel in the event of catastrophe. However, I also strongly believe it is foolish to state up-front to indig employees that the US promises to safeguard and evac them and their families in case of mission collapse. In the end, they must feel that they are working for stabilization of their country - not working for the US.
The difference between empathy and sympathy is in the head of the US servicemember. It is not overt discrimination, nor should it translate into poor treatment of the indig translator, or a failure to provide basic security measures to ensure that he and his family are not endangered by working with us - it is a mindset that is simply a continual awareness that the indig may not be what they seem, and although they are partners, they are not "read on" and some things must be kept compartmented. Mission focus.Originally Posted by marct
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