A comparative method for analyzing efforts of induced change in cross-cultural situations is described. Case histories of efforts to introduce innovations to local communities of the developing nations were separated into 'success' and 'failure' groups. The behavioral components that influenced such outcomes were categorized according to whether they provided positive or negative influence. Two major influence types emerged: change agent techniques and recipient responses. By analyzing a sizeable number of such case histories, quantified statements should be possible as to the most important influences. (Author)