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The challenge
The transfer of skills and knowledge is a very demanding task requiring 
energy, patience, perseverance and commitment to overcome a variety of 
cultural, social, economic and political obstacles. The main areas which 
may prove problematic are the local cultural values and sensitivities, the 
interpersonal skills required to establish a climate of trust and mutual 
respect, the amount of training required both in the providing culture 
and the recipient culture, and establishing criteria against which progress 
can be assessed. Above all, there is a need for shared objectives for the 
project, with clear and realistic expectations of the benefits to both par-
ties in the agreement which will contribute to their long- term business 
association.
Trade missions
Trade missions act as a focal point for exporting and external trade rela-
tions. They help to promote trade between nations and increase a country’s 
exports as well as coordinating import and export procedures. Embassies 
and High Commissions abroad provide valuable support for trade 
missions from the home country. Today’s diplomats receive considerable 

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244 Cross-Cultural Communication
training in business matters, often being seconded to multinational companies 
for a period to gain real experience. Those working in trade commissions 
may require a detailed briefing on the cultural background of potential 
recipients as well as on their business practices. An example of a very 
effective trade mission was the British representation at the Shanghai 
Expo in 2010.
The Department for International Development
Formerly known as the Overseas Development Agency (ODA), the Department 
for International Development (DfID) is responsible for implementing the 
government’s allocation of overseas aid. It also provides a number of advis-
ers and project managers to give technical and professional help to overseas 
governments. Much of this aid goes to LDCs, mainly in Africa and Asia, on 
such projects as famine relief, assistance in areas of drought, disease eradica-
tion and the welfare of refugees caught up in internal conflicts.
Advisers usually receive a detailed briefing on the culture, economy and 
politics of the area in which they will be operating before their departure. 
They are selected because of their professional and technical expertise in 
the area of the aid project, as well as because of their ability to work in 
remote areas, to be self- reliant and to have empathy with the host culture. 
At times, they may have to operate in dangerous areas where there is the 
risk of becoming involved in local conflicts, civil war or, in extreme cases, 
being taken hostage.
These advisers have to work closely with their local counterparts and 
need to understand how they themselves are perceived by the local peo-
ple. Inevitably, there can be situations where the stereotypical view of the 
Western aid adviser is that of somebody who is comparatively rich, an 
expert and mainly concerned with upholding the views of the donor coun-
try. As a result, they may encounter some hostility. Foreign advisers may 
also encounter some resentment from host country nationals because of the 
length of time they stay in the country before handing over responsibility 
for the project to local managers and the local workforce.
In such situations, much tact is required, as well as the ability to stand 
back and delegate responsibility, acting more as a facilitator or as a ‘coach’ 
as the project develops. People often learn best ‘by doing’, by real experi-
ence. They also need to be able to evaluate progress and report back to their 
headquarters in case adjustments have to be made.