operation. INGOs operate internationally, and NGOs pertain to a domestic level of activity. Non-governmental organizations overall have a non-profit structure, which means that they are solely providing services for the good of the population at risk and in need of assistance, without expectations of return benefits. Which allows them to focus on solidarity efforts in serving human needs and protecting human rights. The organizations are thus dependent on volunteers' investment in the shared vision of the entity. Their work also includes preventive efforts of serving as experts to deliver knowledge on management practices to the other actors. Additionally, by centering their work around a shared vision of establishing long-term peace through coordinated strategies of reconciliation and conflict assistance, they seek to efficiently fulfill their role in the humanitarian crisis management cluster. The 2017 humanitarian crisis in Myanmar is an example that recognizes the unique position NGOs have and the responsibilities they serve in the international community. The crisis was acknowledged internationally when the ethnic group of the Rohingya had suffered from violent discrimination and denial of human rights for an extensive period. The Myanmar government prevented aid from both the UN and neighboring countries to support the ongoing crisis. Instead, the Indonesian government established a strategic cluster of cooperation between local NGOs in Indonesia and Myanmar. The alliance received the name of The Indonesian Humanitarian Alliance (AKIM) and provided relief to the exposed Rohingya people by getting around the barriers put in place by the Myanmar government. Several international NGOs were also involved in Myanmar to deliver appropriate relief. Their assistance allowed limited contact with the national government in Myanmar yet reached beneficial agreements with other local authorities, as well as established communication and cooperation with local NGOs and UN actors. However, because of the large number of actors involved in the crisis, the organizations faced challenges in the coordination between actors to provide efficient and non-coinciding crisis management. In addition to the coordination aspect and its significance in humanitarian crisis management provided by NGOs, there is another potential strategy highlighting efficient communication to implement sufficient responses. NGOs often have to work with a diverse set of actors which may present challenges to efficient cooperation if expectations and goals divide across partnerships. To overcome obstacles within diverse interactions, NGOs may utilize three strategic environments of operation to establish efficient communication between parties. First, the “internal workplace” considers the diverse environment