Effectiveness of two technical assistance efforts in differing environments

Two privately sponsored international technical assistance programmes were studied. The programmes placed well-trained young men in staff and middle management positions in overseas organizations involved in economic development work. Although the two programmes were very similar, the first was successful and the second was far less so. The differing outcomes are interpreted in terms of (1) the greater need in the first environment for the type of assistance offered, (2) the greater difficulties of screening-out unpromising work opportunities in the second environment, and (3) the different conditions associated with role development in the two environments. The first factor is seen as the most fundamental and as a contributor to the others. The major implication from this analysis is the need for emphasis on the processes of designing appropriate programmes for specific environments, rather than emphasis on specific 'successful' programme designs.