What Project Managers Can Learn from Anthropologists

I usually tell people I’m a project manager before mentioning that I’m an anthropologist. That’s mostly because many assume anthropology means archaeology, which is just one branch of the field. I’m actually a medical anthropologist who studies how patients' lived experiences and perspectives impact health outcomes. After nearly a decade working in health policy for federal agencies and nonprofits, many of my titles included some variant of “manager.” Eventually, I earned my project management professional (PMP) certification, though I had already been practicing the core principles of project management: initiating, planning, executing, monitoring and controlling, and closing. What set me apart, however, was the perspective I brought as both a PMP and a social scientist. My work was human-centered, outcome-driven, and guided by insights that made a tangible impact. That’s where my anthropologist’s mindset truly shone, and why I’ve never been just another project manager.

Project management emphasizes structured processes, quantitative metrics, and efficiency-driven outcomes. However, integrating social science disciplines like anthropology, sociology, and psychology offers a complementary lens that enriches these frameworks ^1,2. Qualitative tools such as ethnographic observation and cultural analysis can uncover tacit knowledge and organizational behaviors that quantitative data may overlook ³. These methods are especially useful during the Define and Measure phases of Lean Six Sigma, when understanding stakeholder needs and mapping current processes requires more than data points alone ⁴.

For example, organizational anthropologists observing a department might identify informal communication channels or decision-making hierarchies not documented in formal process maps⁵. These insights help project managers understand resistance to change, uncover inefficiencies, and design culturally attuned interventions. In this way, social science methods support more nuanced diagnostics and sustainable solutions⁶.

Enhancing Stakeholder Engagement and Change Management

One of the most practical applications of social sciences in project management is stakeholder engagement and change management. Anthropology and sociology offer tools for identifying informal influencers, cultural norms, and group dynamics^1,2. This enables more effective communication strategies and tailored engagement plans. For instance, a Lean Six Sigma project to improve permitting processes might benefit from a social scientist's ability to map community power structures and identify voices often excluded from formal consultations⁷.

Psychology also plays a critical role in managing change. Techniques like motivational interviewing and behavioral modeling help build trust and reduce anxiety⁸. Combining formal project management with human-centered strategies results in initiatives that are both technically sound and socially sustainable - a necessity in diverse municipal settings⁸.

Team Building and Cross-Functional Collaborati