Coaching

Recipients may be operating in an “aid mentality” mindset, and may not engage proactively in projects.
Recipients may have experienced a “rote learning” education and training system and not be accustomed to problem solving.
Recipients may be used to being told what to do, and do not cope well with delegated authority and the responsibility of leadership.
Recipients may be used to layers of bureaucracy and silos of expertise, leading to slower decision-making and approvals.
International projects may be associated with an element of corruption that needs to be managed.
Project managers need to identify key decision makers and influencers as a priority. These levels of power and control will be well known to locals, but not be self-evident to project teams in the first instance.
Recipients may not understand team dynamics, and the need for information sharing and support, but are accustomed to seeing information as a base for power and status.