This article offers strategies for improving one's technical assistance and training effectiveness in underdeveloped managerial setting. The author's suggestions are based on observations gained while providing technical assistance and training to government officials and civil servants in the Kingdom of Swaziland during 1998 and 1999. The examples provided relate to Swaziland. Nevertheless, they are applicable in many other similar settings. These survival strategies will be of great value to individuals seeking coping skills in unfamiliar surroundings. This is particularly true for first-time international consultants.
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