The Foreign Service Journal, December 2018

THE FOREIGN SERVICE JOURNAL | DECEMBER 2018 55 I have been working as a program coordinator for almost 10 years at the U.S. embassy. I normally listen to requests or suggestions from the Cambodian government, and if there is any training or assis- tance that I think the U.S. government will be able to provide or help with, I convey this request to the U.S. government. As a result of support from the United States, Cambodia has received humanitarian assistance, mine removal and military and border security assistance. Recently I have been working with EXBS to build Cambodian officials’ strategic trade control (STC) capacity. STC is relatively new for Cambodia. Even though we have been working with the govern- ment since 2007, we did not have a focus on it and did not have dedicated staff for the program. Since I was recruited for EXBS, the importance of strategic trade control has been recognized by the government of Cambodia and they have developed greater knowledge on what export control systems are. I am so proud of the hard work I put into this program for the past three years and the difference it makes for Cambodia to be part of this program in the region. The government now has a very strong commit- ment to build a strong regional STC system. I have also had a lot of support from the embassy for this program. I think the United States should continue to provide more support to Cambodia on security, and especially border security, because the country still has a shortage of human resources and equipment at most of its borders. To help LE staff be even more successful, management teams should listen to the people on the ground and ask for their input before they plan to do something for the country. By listening to them, you will learn and know what is happening, the real situa- tion, and especially what the needs of the host government are. Handle Delicate Pluralistic Social Threads with Care n KAWTHAR JANATNI, BUDGET AND RESOURCES MANAGER, U.S. EMBASSY RABAT, MOROCCO American employees who have never had the opportunity to visit Morocco prior to assignment tend to base their insights on reports or websites about my country. I advise them to have their own experience with local staff. Morocco is such a diverse environment that one can barely generalize about the country or its people. Working with local staff can be an interesting expe- rience and provide a direct feel for the culture and local habits. LE staff, like Moroccans generally, are known for their hospitality and sense of sharing. That is one trait of the popula- tion that, in my opinion, helps facilitate the integra- tion of foreigners, and Americans in particular, into their social circles. Historically, Morocco has been considered an open country in the region and a strong strategic ally of the United States. Its openness to foreign cultures, languages, religions and ethnic groups has been developed over time. That is why it is such a rich environment, preserving its traditional traits and at the same time scaling up on modern lifestyles. A second piece of advice is that Americans should handle the delicate pluralistic social threads in Morocco with care. Moroccan culture is so different from the individualistic Ameri- can way of living. The personal space “American bubble” has no existence in the Moroccan social code. What can be perceived as trespassing by an American can be perceived as unfriendli- ness by a Moroccan. One would hope that Americans use the pluralistic culture to build a successful professional network that makes everyday operations run smoothly. American staff should occasionally participate in local festivities and dress like a Moroccan for tradi- tional holiday celebrations with local staff. Think about sharing your homemade dishes at potlucks or holding a cookie exchange on arrival, for example; sharing food will be very well received, and will help you integrate quickly into the community. It is also important to note that in Morocco—unlike the way professional structures are managed in developed countries— personal recommendations overrule any other type of advanced referral mechanism. It is referred to as the “Arab phone” in Morocco, meaning that most information is conveyed verbally instead of by written media. Now, however, the practice is shift- ing toward social media as a modern way of communication. The notion of time in Morocco is also different from that in the United States. The whole system observes its own timeline, with a more relaxed way of doing business. Expect nonconfor- mity in schedules and unpredictable engagements, and allow Kawthar Janatni.