Issues in the development and evaluation of cross-cultural training in a business setting were investigated. Cross-cultural training and cross-cultural evaluation were defined as training and evaluation of training that involve the interaction of participants from two or more different countries. Two evaluations of a management development-type course on conducting successful small group meetings were conducted. The first course evaluation involved 15 participants from the United States. The evaluation methods included observation, interviews with course participants, questionnaires completed by participants, and a group debriefing. The second evaluation involved 12 participants from several European locations who took the revised version of the same course. Both evaluations resulted in relatively high ratings of the overall effectiveness of the course from the participants. Strengths of the training identified by U.S. participants included relevancy to job responsibilities, use of role plays to practice skills, use of videotapes, and instructors. Strengths identified by international participants were relevancy to job responsibilities; opportunity to practice skills in role plays, simulations, and practice teaching; and instructors. Four areas that needed to be considered to ensure appropriateness of training for international audiences were (1) reviewing course content to make sure terminology, acronyms, and words are defined clearly; (2) slowing down, subtitling, or dubbing videotapes; (3) reviewing time estimates; and (4) allowing participants to do role plays in their native languages. (YLB)