Tanzania Needs More Mamas

The Economist recently released an article about the challenges international organizations have faced when attempting to do business in Tanzania entitled “What’s the Hurry?” It resonates with my experience and offers some validation to what has felt like the most challenging aspect of my work thus far. The last paragraph captures the gist:

Mr Kikwete (the President of Tanzania) has at least tried to give the appearance of curbing corruption. A Bank of Tanzania official was acquitted of puffing up the cost of building a bank from $73m to $357m but found guilty of “abusing power”. Visiting businessmen, however, say they are still deterred by red tape, a weak legal system and a lack of skilled labour. Above all, they say, Tanzanians seem to lack a sense of urgency.

Call it a lack of urgency, a lack of motivation, or failed incentives, the real problem is that things do not get done. I can’t remember how many times deadlines have been missed, commitments have not been met, or meetings have been delayed by weeks, all while constituents assume a complete lack of responsibility or remorse. Inaction and failed follow through is business-as-usual and even a small amount of pressure against this culture can be viewed as being pushy and culturally insensitive.

When I’ve outwardly exhibited impatience during my year here, I’m invariably reminded by a Tanzanian around me “This is Africa” read "what do you expect?" But my travels to neighboring East African countries and this article suggest the lethargic pace of life is actually a culture more distinctly Tanzanian than African or East African. Some Tanzanians, however, are paving the way for a cultural paradigm shift.

One woman I’ve had the pleasure of working closely with this year from the district health management team in Kilwa defies the prevailing work culture in Tanzania. Innocentia Mangosongo, or Mama as everyone calls her, is the district head of maternal and child health though she clearly stands out as the leader of the male-dominated health management team. Tirelessly working 10 hour days and most weekends, I’ve observed Mama’s passion and vision driving the impressive progress being made to Kilwa’s health system. She leads by example and sets high expectations for staff members throughout the district. And, against all odds, things get done!

While long delays for business deals are undoubtedly frustrating, inaction and delays in the health field, unfortunately, have truly dire consequences in Tanzania. Kilwa is lucky to have Mama Mangosongo but many parts of Tanzania aren’t as fortunate. With time, my hope is that more Tanzanians continue to step up to work in a proactive, determined way because there’s no telling what a country full of Mamas can achieve.