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Written by two long-term development project workers, this volume brings together seven in-depth case studies from Africa and Asia from the 1960s to 2002. These show that, in spite of aspirations, "foreign" development projects have hardly any influence on the national policy attitudes and decisions. They can, however, bring about more change at local strategic and operational levels. The book examines how the subconscious, personal perspectives of the non-local (usually Western) experts and team leaders may be the reason behind this and that they are significant in making policy decisions. In conclusion, the book argues that there is a need for a shift in training of development practitioners.