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 Collaboration

Successful project execution often hinges on team strength and cohesion. Social science-trained professionals contribute skills in team dynamics, conflict resolution, and facilitation. Theories like Tuckman’s stages of group development help guide team progress⁶. Anthropological sensitivity to cultural variation aids leaders in navigating diverse teams, particularly in multilingual, multicultural municipalities⁵.

In cross-functional teams, misunderstandings and competing priorities are common. A project manager with social science training can mediate these challenges early. For example, a PMP with a sociology background may improve collaboration among departments by identifying shared goals and resolving conflicts. This ability to foster cooperation is essential in complex municipal projects that require broad alignment³.

Rapid Environmental Assessment and Cultural Adaptation

Social scientists are trained to assess environments quickly and understand unfamiliar cultural contexts - skills highly applicable during project kickoff and stakeholder engagement⁶. In dynamic settings where community needs shift rapidly, rapid ethnographic assessments can surface key insights for project design and risk planning⁵.

For example, in launching a public health initiative in a low-trust neighborhood, a social scientist PMP might conduct focus groups to better understand community perceptions. This inclusive approach increases the likelihood of community buy-in and long-term success. Synthesizing both quantitative and qualitative data into actionable goals is essential for effective public service delivery⁷.

The Strategic Advantage of Dual Competency

Organizations increasingly recognize the value of professionals who combine credentials like the PMP with social science expertise. This dual competency supports data-driven decision-making and human-centered design⁸. In sectors like healthcare or municipal governance, this balance is critical. For instance, a PMP with a psychology background leading an automation project might anticipate staff concerns and proactively develop retraining programs².

This hybrid skill set is especially valuable in high-stakes projects where clear communication and stakeholder trust are vital. Social science-trained PMPs help design solutions that are efficient, equitable, and inclusive⁵.

Building Capacity through Training and Professional Development

Governments, agencies, nonprofits, and many other organizations can enhance their capacity by investing in professional development that blends project management with social science training. Cross-disciplinary workshops, dual certification programs, and communities of practice can foster a more adaptive and empathetic workforce⁶. These investments are timely as municipalities face challenges requiring both technical precision and cultural insight.

Integrating social sciences into project management helps public organizations serve diverse communities, manage change sensitively, and deliver outcomes that are both measurable and meaningful.

Bibliography

1. Brown, Tim. Change by Design: How Design Thinking Creates New Alternatives for Business and Society. Boston: Harvard Business Press, 2009.

2. Martin, Joanne, and Debra Meyerson. "Organizational Cultures and the Denial, Channeling and Acknowledgment of Ambiguity." In Managing Ambiguity and Change, edited by Sally Maitlis and Rob Goffee, 93-106. London: Sage Publications, 2001.

3. Van Maanen, John. Ethnography as Work: Some Rules of Engagement. Oxford: Oxford University Press, 2011.

4. Womack, James P., Daniel T. Jones, and Daniel Roos. The Machine That Changed the World. New York: Free Press, 2007.

5. Geertz, Clifford. "Thick Description: Toward an Interpretive Theory of Culture." In The Interpretation of Cultures, 3-30. New York: Basic Books, 1973.

6. Tracy, Sarah J. Qualitative Research Methods: Collecting Evidence, Crafting Analysis, Communicating Impact. Hoboken, NJ: Wiley-Blackwell, 2020.

7. Yin, Robert K. Case Study Research and Applications: Design and Methods. 6th ed. Thousand Oaks, CA: Sage Publications, 2018.

8. Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 7th ed. Newtown Square, PA: Project Management Institute, 2021.