Strategic suggestions for survival when providing public administration training in under-developed settings: The case of Swaziland

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 assi stance and training to government officials and civil servants in the Kingd om of Swaziland during 1998 and 1999. The examples provided relate to Swazi land. Nevertheless, they are applicable in many other similar settings. The se survival strategies will be of great value to individuals seeking coping skills in unfamiliar surroundings. This is particularly true for first-tim e international consultants.