The failure of many international development projects is prompting project planners and implementers to reexamine the process of technological transfer between countries. This process involves one culture imposing change upon another in such a way that the recipient culture not only accepts the change but also adopts it as its own and expands upon it. This paper suggests that major factors in the success of international development projects are: (1) agreement on project objectives among the donor agency, national government, and project participants; (2) "ownership" of the project by participants; and (3) willingness of participants to change and flexibility of cultural systems to permit such change. The change agent should become a facilitator of the cross-cultural change process by acting as a bridge between the differing realities of participants and others. A good facilitator can empathize with others intellectually and emotionally, shift between paradigms easily, and perceive interrelationships in new ways. The facilitator can assist small cooperative groups of participants to identify needs and problems, to integrate solutions into the development project, and to achieve good two-way communication with project staff. This paper contains 16 references. (SV)