South Sudan, our beloved nation, stands at a critical juncture. After decades of conflict and struggle, we are working toward rebuilding our institutions, our economy, and our identity as one people. However, one of the greatest obstacles is not war or poverty — it is tribalism. This outdated mindset, if left unaddressed, will continue to erode our progress and divide our potential.
In a country blessed with diversity, the tribe should not be a source of division but a celebration of cultural richness. When tribal affiliations dictate who gets a job, who enters university, or who receives development opportunities, we have abandoned merit, fairness, and our collective future.
The cost of tribalism in employment and other opportunities is too high. Imagine a young South Sudanese graduate — qualified, passionate, and ready to contribute, but their application is overlooked simply because they do not belong to the same tribe as the human resource officer. This story is not hypothetical. It is the reality for many across the country.
Too often, recruitment in both public institutions and NGOs is controlled by tribal interests. Qualified candidates are sidelined in favor of friends or relatives, weakening institutions and breeding resentment. Programs fail to deliver. Services reach fewer people. The country suffers.
Nowhere is this problem more visible than in NGOs. Despite their mandates of neutrality, transparency, and equity, many NGOs in South Sudan are plagued by tribal favoritism. Human resource departments — often dominated by individuals from a single ethnic group — regularly favor candidates from their own community. The result? Talented South Sudanese professionals from other tribes are excluded, and donor-funded projects underperform. This is more than a hiring problem — it is a justice issue. It robs the nation of its best minds, devalues merit, and deepens the wounds of division.
Equally troubling is the insecurity displayed by some international staff. Instead of mentoring or empowering South Sudanese, they see competent local professionals as threats to their jobs. Rather than build capacity, they hoard responsibilities. Rather than transfer knowledge, they isolate national staff. This behavior contradicts the principles of development and violates the spirit of localization. True development means enabling locals to lead. When international staff undermine, they are not supporting South Sudan — they are exploiting it.
To build national ownership, donors and international NGOs must ensure expatriates play a mentoring, not a monopolizing, role. South Sudanese professionals deserve to lead their country’s development.
South Sudan’s academic institutions must lead the way in breaking tribal boundaries. Universities should be centers of intellectual collaboration, not ethnic segmentation. Faculty, researchers, and students must cross tribal lines to produce knowledge that serves the whole nation. Furthermore, we should welcome scholars, consultants, and experts from other African countries — not as intruders, but as partners. Kenya, Uganda, Rwanda, Nigeria, and Ethiopia have much to share. Their contributions can strengthen our institutions and inspire innovation.
Rwanda’s remarkable post-genocide recovery was built on unity, openness, and competence. By hiring based on merit and creating inclusive institutions, Rwanda transformed from a broken nation to a regional model. South Sudan can do the same.
In the United States, employment decisions are often based on rigorous interviews, qualification assessments, and performance records — not surnames or ethnicity. In Germany, a Turkish- German or a Ghanaian-German can become a professor, CEO, or government minister. These nations are strong because they embrace diversity and meritocracy. When people are hired based on what they know, not who they know, institutions flourish. This culture of fairness builds public trust, boosts innovation, and fosters unity.
South Sudan must learn from these models and localize their principles to suit our context. We need a future where every tribe is valued, but none is privileged above the rest.
If South Sudan is to thrive, we must commit to building a merit-based, fair, and inclusive society. This begins with leadership — in government, in NGOs, in schools, and in homes. It means:
1. Establishing transparent recruitment systems in all public and private institutions.
2. Rotating HR personnel and introducing third-party oversight in recruitment.
3. Holding NGOs accountable for localization, capacity-building, and fair hiring.
4. Protecting and promoting qualified South Sudanese in leadership roles.
5. Eradicating tribal bias in academic admissions and hiring.
6. Encouraging inter-tribal collaboration and national identity over ethnic identity.
These actions are not just policy recommendations. They are the foundation for a peaceful, just, and prosperous South Sudan. Tribalism is a poison that weakens our institutions and blinds us to talent. It is time we shed the skin of division and wore the garment of unity, fairness, and competence. The South Sudan we dream of cannot be built on exclusion — it must be built on equal opportunity.
Let us reject the narrow thinking of “our people” and instead embrace all people. Let us reward excellence, promote unity, and empower every South Sudanese — regardless of tribe — to contribute fully. Only when the best among us lead, can we truly become the best version of ourselves.
The writer, Mawa Ratib Malle, is a South Sudanese humanitarian professional and Public health Specialist, (maw1234cm@gmail.com)
The views expressed in ‘opinion’ articles published by Radio Tamazuj are solely those of the writer. The veracity of any claims made is the responsibility of the author, not Radio Tamazuj.