The case histories listed in this bibliography were originally selected for the purpose of developing a system for analyzing the process of directed cross-cultural change. In confining this selection of case histories to efforts of introducing ideas or techniques into another society, the normal range of technical aid projects was included, such as community development, agricultural extension, education, public health, and so forth. Most of the cases are identified as one of six basic project types, but there are a few, such as resettlement cases and organization of clubs, that do not readily fit into these categories. They are labelled as miscellaneous. Also, there are some cases that are a combination of two or more of the six types. For example, wells may be drilled both for drinking water and irrigation. These cases are identified by each relevant project type. The primary grouping of the cases is by country or political unit in alphabetic order (Angola to Venezuela). Under each country they are grouped according to basic project type, then alphabetically by author. Each citation is followed by a statement of the goal of the innovator and, when available, the size and time period of the project.

The report is an effort to provide operationally relevant concepts and guidelines for persons responsible for planning and implementing development projects in agrarian countries. A framework for describing or evaluating the conduct of development projects is proposed, and applied to the results of an analysis of 203 case studies of past projects. Influences, conditions, and techniques which appear to affect project outcome are: (1) local cultural characteristics, such as leader patterns, social structure, and economic patterns; (2) motivation for change, including felt needs and perceived practical benefits; and (3) project strategies, such as the innovator's image characteristics, communication, and participation. The case study analysis suggests that factors of special importance to success in development projects are cooperation of local leaders, degree and immediacy of practical benefits which recipients anticipate, innovator skill in communication processes, participation of recipients in implementing the change, and establishing arrangements for maintenance of the innovation by the local people.

In its efforts to promote innovations among the host-country military in the less developed nations, the U.S. military mission may not be able to function effectively in the role of expert advisor because the military system of the host country may lack many of the characteristics necessary for adopting innovations. Under such conditions it is more fruitful to think of the mission's role as helping develop the conditions under which the innovations will be adopted. This role is particularly appropriate for the mission's efforts to promote civic action (conceived as the development of people's capacities) in countries where the military's acceptance of civic action as one of their main functions constitutes a radial social innovation. Mission responsibilities in the performance of this role are outlined and some implications of the concepts proposed are offered. (Author).